Brisbane City Council Annual Report 2022-23

BRISBANE CITY COUNCIL

ANNUAL REPORT 2022–23

Brisbane City Council acknowledges this Country and its Traditional Custodians.

We acknowledge and respect the spiritual relationship between Traditional Custodians and this Country, which has inspired language, songs, dances, lore and dreaming stories over many thousands of years.

We pay our respects to the Elders, those who have passed into the dreaming; those here today; those of tomorrow.

May we continue to peacefully walk together, in gratitude, respect and kindness in caring for this Country and one another.

Brisbane City Council is pleased to present the Annual Report for 2022–23.

Council’s responsibility is to provide leadership and good governance for the people of Brisbane, and to manage our resources to ensure Brisbane is a prosperous, liveable, sustainable and inclusive city.

The Annual Report 2022–23 describes Council’s progress and performance over the course of the financial year, reporting on Annual Plan and Budget 2022–23 and Corporate Plan 2021–22 to 2025–26 objectives.

All care has been taken to ensure content is complete and accurate. However, Council does not guarantee it is without error.

Council’s website contains more information about the organisation’s activities, policies and plans for the future. Visit brisbane.qld.gov.au

© 2023 Brisbane City Council

This work is copyright. Permission to reproduce information contained in this report must be obtained from:

Brisbane City Council

GPO Box 1434 Brisbane Qld 4001

Phone: +61 7 3403 8888

Web: brisbane.qld.gov.au

'Caring for Country – Land, Water and Sky' by Riki Salam (Mualgal, Kaurareg, Kuku Yalanji), We are 27 Creative.

1 INTRODUCTION

› BRISBANE IN PROFILE

› LORD MAYOR’S REPORT

› CHIEF EXECUTIVE OFFICER’S REPORT

BRISBANE IN PROFILE

Aboriginal and Torres Strait Islander peoples have lived in Australia for more than 60,000 years and Brisbane’s history can be traced back to when Traditional Custodians of the land lived in the area we now call Moreton Bay. Aboriginal people have walked and cared for this land that is now our shared home for thousands of years. Their spiritual relationship with their Country, cultural and spiritual beliefs remains important today.

Brisbane was named as a city after Sir Thomas Makdougall Brisbane who was the 6th Governor of New South Wales.

Today, Brisbane is a safe, vibrant, green and prosperous city, valued for its friendly and optimistic people and enviable lifestyle. The city benefits from rich biodiversity and is home to more than 800 species of wildlife, 2,500 species of native plants and many thriving areas of bushland, parks and waterways. Often referred to as the River City, Brisbane is built around the winding Brisbane River and is characterised by a warm subtropical climate, outdoor lifestyle, hilly suburban pockets and Queenslander‑style housing.

Brisbane is home to vibrant retail and dining precincts from the city to the suburbs, with extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Brisbane has a multicultural and linguistically diverse population, with more than one‑third of residents born overseas and 28% speaking a language other than English at home.

Brisbane is a global hub in scientific innovation, mining and resources, technology, higher education and cultural attractions.

Brisbane at a glance

COMMUNITY

1,284,698 people currently call Brisbane home

36 years median age

36% of residents born overseas

Main countries of origin

Australia, New Zealand, England, China, India, Vietnam

28% speak a language other than English at home

ENVIRONMENT

1342.7 km2 land area

114 km length of Brisbane River (within local government area)

25.7 °c average daily high temperature

16.4 °c average daily low temperature

>800 species of wildlife

>2,500 species of native plants

ECONOMY

$181 billion economy, Greater Brisbane

989,647 people employed

68% of people employed both live and work in Brisbane

136,218 businesses registered

97% are small businesses

8.1 million visitors to Brisbane BRISBANE

Population and demographic data source: Australian Bureau of Statistics and Council estimates.

LORD MAYOR’S REPORT

I’m pleased to present the Annual Report 2022–23 on behalf of Brisbane City Council.

Brisbane has endured some challenging times in recent years with the global coronavirus pandemic and last year’s devastating rain and flood event having significant impacts on our residents and our economy. Yet Brisbane has emerged from these challenges with strong population growth, with people from southern states, internationally and elsewhere in Queensland eager to call Brisbane home.

Our status as Australia’s fastest‑growing capital is recognition that Brisbane just keeps getting better. Brisbane offers a combination of an incredible outdoor lifestyle thanks to a great year‑round climate, as well as excellent job opportunities. While growth is a positive indicator, it’s important Brisbane continues to receive the investment it needs to maintain the lifestyle that our residents enjoy.

Our Council has a strong track record of ensuring Brisbane remains clean, green and sustainable while investing in the projects needed to keep Brisbane moving.

Brisbane’s Sustainable Growth Strategy was launched in March 2023 in response to the current housing shortage impacting our city. The strategy strikes the right balance between ensuring Brisbane can meet housing demand, while preserving character and greenspace.

Our public and active transport network continues to evolve. The Brisbane Metro has continued comprehensive vehicle testing, with enhanced accessibility features across the fleet so everyone can use this zero‑tailpipe emissions service.

Council’s Green Bridges have made remarkable headway with tenders for the hospitality vendors on the Kangaroo Point Green Bridge announced and the Breakfast Creek Green Bridge reaching 50% completion in May.

Traffic‑busting projects across our suburbs are helping alleviate travel times, reduce congestion and are improving safety, accessibility and resilience for our future.

The Better Roads for Brisbane program is helping to get people home sooner and safer with the Moggill Road Corridor Upgrade project beginning to take shape.

Brisbane has made a remarkable recovery from the devastating 2022 rain and flood event. One of the locations hit hardest during the event was Kedron Brook with key sections of the bikeway, creek and surrounding green spaces critically impacted. The bikeway, which is one of Brisbane’s most popular, is now fully restored while final lighting projects continue. Significant work has been undertaken to improve resilience throughout this important catchment. Our annual events calendar is more vibrant than ever, with free and affordable entertainment and activities for residents and visitors to enjoy. Families looking for fun on a budget were offered free and affordable school holiday activities, including Cosmic Skydome shows at Sir Thomas Brisbane Planetarium, outdoor movie nights at Victoria Park and free scooter coaching at our world‑class facilities. Council also continues to support hundreds of other popular events and festivals, like Valley Fiesta and BrisAsia Festival.

Finally, I want to acknowledge everyone at Council who upholds our values and strives to achieve outstanding outcomes for our city’s future success. Thanks to you, we are helping to ensure Brisbane keeps getting better.

Adrian Schrinner Lord Mayor

CHIEF EXECUTIVE OFFICER’S REPORT

The past year has been rewarding for Council as we continued to progress innovative and sustainable infrastructure plans for our rapidly growing city and create the lifestyle we know our residents and community value and enjoy.

The city has dealt with significant challenges over the past few years and I thank our residents and businesses for being more resilient and agile than ever before. The lifting of coronavirus restrictions has allowed us to focus on rebuilding our city, following the 2022 severe rain and flood event and our residents and visitors are once again enjoying our city’s enviable lifestyle.

Our sustainability plans include Council transforming Victoria Park into a diverse public parkland, offering a natural retreat and urban park for adventure, discovery and reconnection. The Brisbane Metro is well underway and will provide accessible travel options for our city’s diverse and ever‑changing needs, as a significant contribution to delivering a better Brisbane now and into the future. Visible progression towards the delivery of both the Kangaroo Point and Breakfast Creek green bridges can now be seen from many parts of the river. These bridges have been designed to enhance Brisbane's sustainable travel options and create connection between our city and the suburbs. We aspire to make it easy for residents and visitors to move around our city through connected pathways and bikeways.

I am immensely proud of our Reconciliation Action Plan (RAP), which was developed through collaboration with local Aboriginal and Torres Strait Islander communities. The RAP focuses on continuing to build on and sustain reconciliation outcomes built on the themes of relationships, respect and opportunities. The exclusive artwork created for Council, Caring for Country - Land, Water and Sky by Riki Salam, depicts the Brisbane River and how it flows from Freshwater Country to Saltwater Country, travelling west to east and out to Moreton Bay.

Across the organisation we are successfully embracing new and innovative ways of working as we move towards digitalisation and automation to better inform our decision‑making for the future. LiveHire is a new recruitment portal that has been launched to establish a talent pool to support our workforce and improve the efficiency and quality of our candidate experience. The portal provides a means to attract and retain a powerful, diverse and inclusive workforce to deliver for Brisbane.

Financial impacts on the community, local businesses and Council were felt broadly throughout the 2022–23 financial year. We are continuously improving our financial management capabilities and identifying growth opportunities that promote the viable and prosperous future of our city.

I thank Lord Mayor Adrian Schrinner and the members of the Establishment and Coordination Committee for their leadership this year. I also thank the Executive Management Team and Council employees for their valued contributions towards delivering our commitments of community, connection and care.

Colin Jensen Chief Executive Officer

2 OUR COUNCIL

› OUR COUNCIL

› ORGANISATIONAL STRUCTURE

› OUR ELECTED REPRESENTATIVES

› STANDING COMMITTEES

› EXECUTIVE MANAGEMENT TEAM

› OUR PEOPLE

› AWARDS AND RECOGNITION

OUR COUNCIL

Our role

As Queensland’s capital and Australia’s fastest growing city, Brisbane plays a critical role in our region’s identity and prosperity. As our prominence on the national and world stage continues to grow, Council remains dedicated to building the Brisbane of tomorrow with support from the community, industry representatives, non‑government organisations and other levels of government.

Council is dedicated to ensuring Brisbane is a great place to live, work and relax, and has a fundamental role to play in making the city the best it can be for current and future residents, businesses and visitors.

Council proudly and passionately serves Brisbane’s diverse communities by funding, coordinating and advocating for services, facilities and infrastructure that enables everyone to participate fully in community life. We strive to create a better Brisbane for all by listening to our residents and understanding their needs and priorities. We want everyone who lives, visits, works or studies in Brisbane to love and contribute to our city, just as we do.

Our values

Council is driven by strong corporate values that guide our thinking, actions and decisions.

GETTING THINGS DONE

Adapting to meet changing needs and priorities

VALUE FOR MONEY

Looking for opportunities to contribute to the growth of the city

PASSION FOR BRISBANE

Delivering value to Brisbane, its residents and customers

COURAGE TO MAKE A DIFFERENCE

RESPONSIVE CUSTOMER SERVICE

Adding value to every customer interaction

WORKING TOGETHER

Looking for opportunities to collaborate and connect to deliver a better Brisbane

RESPECT FOR PEOPLE

Embracing diversity and communicating openly and honestly

Committed to continuous improvement and a city and workplace free of discrimination, harassment and offensive behaviour

Our framework

Council's medium‑term and long‑term strategies and plans set the goals and direction for the city's future and are integrated with annual planning and reporting through the strategic planning framework. Integrated financial, asset, land use, infrastructure and service planning is necessary to ensure the achievement of outcomes, together with effective and efficient delivery of community services.

Council’s strategic planning framework

Long-term community plan (Brisbane Vision 2031)

Long term financial forecast

LONG-TERM

MEDIUM-TERM

Long Term Asset Management Plan

Planning scheme

Council’s strategies and plans

Local Government Infrastructure Plan

Corporate plan

Medium term strategic directions

Policy objectives

ANNUAL

Annual plan and budget Program and business plans

Financial policies

OPERATIONAL Divisional and branch plans

Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012

Long-term community plan

Brisbane Vision 2031 (the Vision) is Council’s long‑term community plan and guides our role in the community by setting aspirations and targets for Council, its partners and the people of Brisbane to achieve. Through this, Council will:

• maintain or improve quality of life for the Brisbane community

• ensure Brisbane has the services and infrastructure to meet the liveability and sustainability challenges of the future

• partner with and advocate for funding from various levels of government, other organisations and international partners.

Everyone living and working in Brisbane has a role to play in achieving the Vision and can contribute by following the community actions listed in the Vision.

Guided by the Vision, Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business.

Long-Term Asset Management Plan

Council provides, owns and manages much of Brisbane’s public infrastructure. The Long-Term Asset Management Plan 2022–2042 (LTAMP) is a 20‑year strategic planning document for Council’s extensive asset portfolio. The LTAMP includes a summary of the asset management principles such as levels of service, risk management and continuous improvement when managing an asset from acquisition to disposal.

Council strategies and plans

Council works with the community to guide our city’s future growth and development. To support the achievement of the Vision, long‑term plans and targeted strategies are put in place to set out specific objectives for the future. These strategies are also supported by corporate policies, such as the Environmental Policy, Sustainability Policy and Our Community Experience, which recognise Council’s commitments and responsibilities in the delivery of strategies and services.

Corporate Plan

The Corporate Plan 2021–22 to 2025–26 (Corporate Plan) sets out Council’s medium‑term priorities and objectives. The Corporate Plan provides connection between Council’s long‑term plans and the Annual Plan and Budget. It defines the strategic directions of Council and sets out guiding principles for how Council will conduct business over the next 5 years. Through the plan, Council will ensure Brisbane remains a prosperous, sustainable, liveable, inclusive and well‑managed city for everyone. The Chief Executive Officer’s assessment of progress against the Corporate Plan objectives is included in section 4 of this report.

Annual Plan and Budget

In June each year, the Lord Mayor presents and Council adopts the Annual Plan and Budget. The Annual Plan and Budget sets out the funding and initiatives to deliver Corporate Plan objectives across annual timelines. It allocates budget to program outcomes to fund the services, activities and projects that contribute to them.

Performance monitoring and reporting

Council monitors and reports to the community and other stakeholders on our progress and performance against our strategies and plans. Council’s various monitoring and reporting methods aid decision‑making, service improvement and ensure transparency. These include:

• community feedback on initiatives and services through resident and customer surveys

• statutory performance reporting and disclosures, including Council’s quarterly and annual reports

• voluntary disclosures, such as the climate‑related disclosures, which aim to evolve Council’s frameworks and inform the community on how Council is responding

• operational performance monitoring, which tracks progress of internal divisional and branch plans. Financial statements are formal records of financial performance. Regular monitoring and reporting of Council's financial performance ensures we:

• manage revenue and expenses to meet budgetary commitments

• meet regulatory obligations

• support transparent and accountable decision‑making

• manage financial risks

• make information available to the community about Council’s financial management, asset management and long term financial sustainability.

ORGANISATIONAL STRUCTURE

COUNCIL

ESTABLISHMENT AND COORDINATION COMMITTEE

LORD MAYOR COUNCIL STANDING COMMITTEES

CHIEF EXECUTIVE OFFICER

CITY ADMINISTRATION AND GOVERNANCE

LIFESTYLE AND COMMUNITY SERVICES

ORGANISATIONAL SERVICES

TRANSPORT FOR BRISBANE

CITY PLANNING AND SUSTAINABILITY

BRISBANE INFRASTRUCTURE

CITY STANDARDS

Key

Elected representative Corporate

OUR ELECTED REPRESENTATIVES

As at 30 June 2023

Brisbane was declared a municipality (an area with its own local government) in 1859. In 1924 Queensland Parliament passed the City of Brisbane Act 1924, setting up a single, citywide local government for the whole region. William Jolly, Brisbane’s first Lord Mayor, took office in October 1925 and served until 1931. By this time, the Brisbane area comprised of 20 local authorities and joint boards, which combined to form the modern Brisbane City Council which now operates under the City of Brisbane Act 2010

Today, Council is Australia’s largest local government in both population and budget. It consists of 26 wards and 27 elected councillors, including the Lord Mayor. Eligible residents in each ward elect a councillor with the Lord Mayor being directly elected by residents across the Brisbane Local Government Area.

Ward office location and contact details can be found on Council’s website brisbane.qld.gov.au

LORD MAYOR

Cr Adrian Schrinner (LNP)

City Treasurer

Chair of Civic Cabinet

Ex-officio member of all other Council Standing Committees

Councillor since 2005

Lord Mayor since 2019

Number of voters 840,851

BRACKEN RIDGE

Cr Sandy Landers (LNP)

Deputy Chair, Community, Arts and Nighttime Economy Committee

Member, Environment, Parks and Sustainability Committee

Councillor since 2019

Number of voters 31,113

CALAMVALE

Cr Angela Owen (LNP)

Deputy Chair, Transport Committee

Member, Finance and City Governance Committee

Councillor since 2008

Number of voters 35,006

KEY

Liberal National Party (LNP)

Australian Labor Party (ALP)

The Greens (GRN)

Independent (IND)

CENTRAL

Cr Vicki Howard (LNP)

Civic Cabinet Chair, Community, Arts and Nighttime Economy Committee

Councillor since 2012

Number of voters 34,070

CHANDLER

Cr Ryan Murphy (LNP)

Civic Cabinet Chair, Transport Committee

Councillor since 2012

Number of voters 30,133

COORPAROO

Cr Fiona Cunningham (LNP)

Civic Cabinet Chair, Finance and City Governance Committee

Councillor since 2019

Number of voters 33,085

DEAGON

Cr Jared Cassidy (ALP)

Leader of the Opposition

Shadow Chair, Transport Committee

Shadow Chair, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Councillor since 2015

Number of voters 34,265

DOBOY

Cr Lisa Atwood (LNP)

Member, Finance and City Governance Committee

Member, City Planning and Suburban Renewal Committee

Councillor since 2019

Number of voters 30,617

ENOGGERA

Cr Andrew Wines (LNP)

Civic Cabinet Chair, Infrastructure Committee

Councillor since 2008

Number of voters 32,600

FOREST LAKE

Cr Charles Strunk (ALP)

Shadow Chair, Finance and City Governance Committee

Member, Infrastructure Committee

Member, City Planning and Suburban Renewal Committee

Councillor since 2016

Number of voters 33,901

HAMILTON

Cr David McLachlan (LNP)

Chair of Council

Member, Transport Committee

Member, Environment, Parks and Sustainability Committee

Councillor since 2006

Number of voters 32,770

HOLLAND PARK

Cr Krista Adams (LNP)

Deputy Mayor

Civic Cabinet Chair, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Councillor since 2008

Number of voters 32,177

JAMBOREE

Cr Sarah Hutton (LNP)

Deputy Chair, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Member, Infrastructure Committee

Member, City Standards Committee

Councillor since 2020

Number of voters 30,796

MACGREGOR

Cr Steven Huang (LNP)

Deputy Chair, Finance and City Governance Committee

Member, Transport Committee

Member, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Councillor since 2011

Number of voters 30,829

MARCHANT

Cr Fiona Hammond (LNP)

Deputy Chair, City Planning and Suburban Renewal Committee

Member, Infrastructure Committee

Councillor since 2008

Number of voters 33,876

MCDOWALL

Cr Tracy Davis (LNP)

Civic Cabinet Chair, Environment, Parks and Sustainability Committee

Councillor since 2019

Number of voters 32,804

MOOROOKA

Cr Steve Griffiths (ALP)

Shadow Chair, Environment, Parks and Sustainability Committee

Shadow Chair, Community, Arts and Nighttime Economy Committee

Shadow Chair, Infrastructure Committee

Councillor since 2003

Number of voters 30,795

MORNINGSIDE

Cr Lucy Collier (ALP)

Shadow Chair, City Planning and Suburban Renewal Committee

Member, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Councillor since 2023

Number of voters 31,178

NORTHGATE

Cr Adam Allan (LNP)

Civic Cabinet Chair, City Planning and Suburban Renewal Committee

Chair, Councillor Ethics Committee

Councillor since 2016

Number of voters 33,133

PADDINGTON

Cr Clare Jenkinson (LNP)

Deputy Chair, Infrastructure Committee

Member, City Planning and Suburban Renewal Committee

Councillor since 2023

Number of voters 33,351

PULLENVALE

Cr Greg Adermann (LNP)

Member, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Member, City Standards Committee

Councillor since 2020

Number of voters 32,475

RUNCORN

Cr Kim Marx (LNP)

Civic Cabinet Chair, City Standards Committee

Councillor since 2012

Number of voters 31,911

TENNYSON

Cr Nicole Johnston (IND)

Member, City Standards Committee

Councillor since 2008

Number of voters 30,113

THE GABBA

Cr Trina Massey (GRN)

Member, Finance and City Governance Committee

Member, Transport Committee

Councillor since 2023

Number of voters 32,943

THE GAP

Cr Steven Toomey (LNP)

Deputy Chair, City Standards Committee

Member, Community, Arts and Nighttime Economy Committee

Councillor since 2015

Number of voters 32,516

WALTER TAYLOR

Cr James Mackay (LNP)

Deputy Chair, Environment, Parks and Sustainability Committee

Member, Community, Arts and Nighttime Economy Committee

Councillor since 2019

Number of voters 33,859

WYNNUM MANLY

Cr Sara Whitmee (ALP)

Shadow Chair, City Standards Committee

Member, Community, Arts and Nighttime Economy Committee

Councillor since 2023

Number of voters 30,535

STANDING COMMITTEES

As at 30 June 2023

Brisbane City Council has 10 standing committees comprised of, and chaired by elected representatives. Each committee considers Council policies, provides advice to Council and delivers results for the people of Brisbane. This includes a wide range of areas such as infrastructure, public transport and the environment. With the exception of the Establishment and Coordination Committee (also known as Civic Cabinet), the public are welcome to attend any Council standing committee meeting. Most standing committee meetings are held on Tuesday mornings while Council is in session.

Brisbane City Council standing committees:

• Establishment and Coordination Committee (Civic Cabinet)

• City Planning and Suburban Renewal Committee

• City Standards Committee

• Community, Arts and Nighttime Economy Committee

• Councillor Ethics Committee

• Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

• Environment, Parks and Sustainability Committee

• Finance and City Governance Committee

• Infrastructure Committee

• Transport Committee

Establishment and Coordination Committee (Civic Cabinet)

The Civic Cabinet Chairs of each standing committee together make up Council’s Establishment and Coordination Committee. The Lord Mayor is the Chair of Civic Cabinet. The Chief Executive Officer acts as Secretary of the Civic Cabinet, providing executive advice and reporting back to Council as an organisation.

At its highest level, Civic Cabinet sets the strategic direction for Brisbane as a city and Council as an organisation. Civic Cabinet acts with Council’s authority on a range of matters including procurement, reporting and policy development. Civic Cabinet also reviews and makes recommendations to full Council on major plans, corporate documents and city finances.

The Establishment and Coordination Committee general meets weekly, regardless of whether Council is in session or recess.

A detailed list of responsibilities of each committee can be found on Council’s website brisbane.qld.gov.au

Councillor Adrian Schrinner

Lord Mayor

Member of Civic Cabinet since 2008

Deputy Mayor from 2011–2019

Lord Mayor since 8 April 2019

Councillor Krista Adams

Deputy Mayor and Civic Cabinet Chair, Economic Development and the Brisbane 2032 Olympic and Paralympic Games Committee

Chair of Council from 2010–2012

Member of Civic Cabinet since May 2012

Deputy Mayor since 8 April 2019

Councillor Adam Allan

Civic Cabinet Chair, City Planning and Suburban Renewal Committee and Chair, Councillor Ethics Committee

Member of Civic Cabinet since May 2019

Councillor Kim Marx

Civic Cabinet Chair, City Standards Committee

Member of Civic Cabinet since April 2020

Councillor Vicki Howard

Civic Cabinet Chair, Community, Arts and Nighttime Economy Committee

Member of Civic Cabinet since 2018

Councillor Tracy Davis

Civic Cabinet Chair, Environment, Parks and Sustainability Committee

Member of Civic Cabinet since August 2021

Councillor Fiona Cunningham

Civic Cabinet Chair, Finance and City Governance Committee

Member of Civic Cabinet since April 2020

Councillor Andrew Wines

Civic Cabinet Chair, Infrastructure Committee

Member of Civic Cabinet since August 2021

Councillor Ryan Murphy

Civic Cabinet Chair, Transport Committee

Member of Civic Cabinet from April to May 2019, and again since April 2020

Councillor David McLachlan

Chair of Council

Member of Civic Cabinet from 2008 to April 2019, and again from October 2019 to August 2021

EXECUTIVE MANAGEMENT TEAM

The Chief Executive Officer (CEO), divisional and executive managers form Council’s Executive Management Team (EMT). The CEO is responsible to Council. Detailed individual profiles can be found on Council’s website brisbane.qld.gov.au

Colin Jensen Chief Executive Officer

Joined Council and EMT in 2010

Council's Chief Executive Officer oversees the largest local government in Australia and delivers Council’s key initiatives in the pursuit of its Brisbane Vision 2031. The CEO is committed to ensuring Brisbane is and always will be a great place to live, work and relax, and empowers this commitment through championing and modelling clear organisational values across Council.

Scott Stewart

Divisional Manager, Brisbane Infrastructure

Joined Council in 2005 and EMT in 2006

Brisbane Infrastructure manages and delivers Council’s infrastructure portfolio of approximately $2 billion per annum, including asset management, infrastructure planning, design, project management, construction services, quarries and asphalt plants, city and natural spaces maintenance, Council’s fleet, waste and resource recovery and transport planning and operations.

Tim Wright

Divisional Manager, City Administration and Governance

Joined Council in 1999 and EMT in 2021

City Administration and Governance provides high‑level, impartial advice and executive support to the CEO, Civic Cabinet, Councillors and Council programs to protect and promote the reputation and integrity of Council. This service is delivered while maintaining a strong sense of strategic leadership across the division.

David Chick

Divisional Manager, City Planning and Sustainability

Joined Council and EMT in 2021

City Planning and Sustainability is responsible for the future planning and shaping of Brisbane, development assessment, environment, parks and sustainability, international relations and economic development. The division also manages and integrates the demands of urban growth and economic development and leads Council's sustainability plans for the future.

Krysten Booth Executive Manager, City Standards

Joined Council in 2009 and EMT in 2022

City Standards is responsible for maintaining and enhancing Council’s high standards of amenity, asset maintenance and service delivery across Brisbane. This includes the safe and efficient delivery of fleet services, civil construction, quarry products, asphalt manufacture and laying, waste management and delivery of park maintenance and city cleaning activities.

Tash Tobias

Divisional Manager, Lifestyle and Community Services

Joined Council and EMT in 2019

Lifestyle and Community Services deliver experiences that matter for Brisbane’s communities. The division drives the strategic direction of Council’s community facilities and venues, libraries, compliance and regulatory services, customer services, immunisation services, social inclusion programs and rich offering of festivals and events.

Anne Lenz

Divisional Manager, Organisational Services

Joined Council in 2018 and EMT in 2022

Organisational Services is responsible for leading, developing and managing Council’s business functions to ensure sound fiscal management, effective delivery of ICT, human resources, support services and specialised procurement. The division is committed to driving transformational change, optimising workplace practices and making it easier for residents and businesses to engage with Council.

Samantha Abeydeera

Divisional Manager, Transport for Brisbane

Joined Council and EMT in 2023

Transport for Brisbane is responsible for one of Australia’s largest public transport enterprises, comprising of buses, ferries and e‑mobility arrangements. The division focuses on meeting the changing expectations of our customers and the community through professional, frequent, reliable and accessible transport solutions.

Geoffrey Beck

Divisional Manager, Transport for Brisbane

Served at Council from 2009–2023

Matt Anderson

Executive Manager, City Standards

Served at Council from 2008–2022

OUR PEOPLE

FIVE COMMUNITIES OF INCLUSION

Aboriginal and Torres Strait Islander (One Mob)

AGE

People with Disability (BrisAbility)

47 Average workforce age

WOMEN IN COUNCIL

55.5% of Council’s Civic Cabinet are women

EMPLOYMENT PROGRAM PARTICIPATION

LGBTIQ+ (River City Pride)

65 Average retirement age

Cultural and Linguistically Diverse (CaLD)

Women in STEM, Trades and Leadership (BrisWomen Alliance)

GENDER*

54% Males 46% Females 0.1% Other identifier

*Excludes commercial business unit Transport for Brisbane: Males 87%, Females 12%, Other identifier 1%

Women represent 50.8% of the Brisbane population and Council is actively seeking to ensure this is reflected in our workforce.

55.5% of Brisbane City Councillors are women

41.3% of Council leadership roles are filled by women

38.6% of Council executives are women

WORKFORCE MIX (HEADCOUNT)

Engaged more than 330 participants across Council employment pathways programs.

• Pre trade work experience

• Tertiary work experience

• Trainee Pathways

• Apprenticeships

• Cadetships

• Corporate Diversity and Inclusion Cadetships

• Graduate Pathways

• DisABILITY Action at Work (DAAW)

• Elite Athlete Career Pathways

EMPLOYMENT TYPE (HEADCOUNT)

2.0 - Employment Type Full-time Part-time Casual Flexible part-time

As a leading local government employer, Council is proud of our people who work hard to deliver valued services to our community.

Our people and culture are at the core of Council’s ability to support the community of Brisbane. The People Strategy 2022–2026 is Council’s strategy for our workforce. It supports our people to bring their whole self to the workplace, the building of safe and productive work environments and the development of a high‑performance, values‑based culture across Council. The strategy guides Council’s strategic workforce planning, helping explore new ways of working and the future of work initiatives and programs to:

• attract, develop and retain the right talent

• create and maintain safe and productive work environments

• foster inspiring and engaging leadership.

Through energetic and passionate leadership, Council is committed to developing and supporting our people to be safe, capable, adaptable and agile through both prosperous and challenging times. This underpins the strength of our workforce as we continue to deliver a better Brisbane now and into the future.

Did you know…?

There are more than 300 different job types at Council, meaning our people cover diverse and unique roles in support of our community and city.

City Archivist

Maintains Council's permanent records that have been identified as having long‑term, historic value to the city and its community.

Rodent Control Officer

Works with canine companions to conduct inspections for rodents and other public health pests and provides recommendations on preventative pest measures.

Visible Ink Support Officer

Works with Brisbane youths providing general support and free access to creative spaces and equipment.

Cemeteries

Operations Manager

Oversees operations of 12 cemeteries and 3 crematoria, honouring residents who've made Brisbane the diverse and liveable city it is today.

AWARDS AND RECOGNITION

AWARDEE Branch, team, project

Finalist, Award for Excellence, Parks and Recreation

winner, Customer Contact Professional category, 2022

winner, People Champion category, 2022

and National winner, Customer Experience Champion category, 2022

Winner,

Winner,

Development Institute of Australia

Awards

Awards

Awards

of Public Works

2022

2022

Brisbane

Excellence in Integrated Stormwater Design

Certification, Sustainable Development Goals Cities Global Initiative

Brisbane Economic Development Agency, Marketing team, ‘Love Brisbane’ brand and campaign Queensland Tourism Awards November 2022

Australian

November

2022

2022

AWARDEE Branch, team, project

City Planning and Economic Development, Urban Design team, Duet Lightbox Artworks, Oxford Street Bulimba

Indooroopilly Riverwalk

Commendation Award, Lighting Innovation category, 2022

Winner, National Earth Award (Qld) for Excellence in Civil Construction, Project value $30m to $75m category, 2022

City Parkland Services, Roma Street Parkland and South Bank Parklands Green Flag Award 2022

Support Services, Talent Acquisition team

Indooroopilly Riverwalk

Winner, Talent Award, Australia & New Zealand, Talent Insights Pioneer category

Finalist, Project of the Year (under $100m), Innovation and Excellence Awards, 2022

Winner, Excellence in Integrated Stormwater Design

Major Contractors Association

Australia

Mainstreet

Australia

Management Australia –

Floodplain

Australia Group

Australian

Institute of Landscape Architects

2023

The

International Association of Public Transport

2023

3 COMMUNITY FINANCIAL REPORT

› OUR ASSETS

› FINANCIAL SUMMARY

› ASSETS

› LIABILITIES

› REVENUE

› EXPENDITURE

› COMMUNITY EQUITY

› MEASURES OF FINANCIAL SUSTAINABILITY

› FAIR AND EQUITABLE RATES AND RATES CONCESSIONS

› CLIMATE-RELATED DISCLOSURE

OUR ASSETS

FINANCIAL SUMMARY

Assets: What do we own?

As at 30 June 2023, Council’s assets were valued at $35.9 billion. The largest asset balance is property, plant and equipment assets. This includes the following classes of assets:

• land – $4.8 billion

• buildings – $0.9 billion

• plant and equipment – $0.2 billion

• infrastructure – $24.5 billion

• capital works in progress – $1.8 billion

• other – $0.1 billion.

Liabilities: What do we owe?

Council borrows to fund future long‑term infrastructure assets to provide ongoing benefits to the community. The most recent credit review issued by Queensland Treasury Corporation (QTC) in November 2022 provided Council with a ‘strong rating’ and ‘neutral outlook’.

At 30 June 2023, Council’s liabilities totalled $5.9 billion (up from $5.6 billion in 2021–22). This was principally made up of:

• loans owing to QTC

• service concession liabilities

• lease liabilities

• amounts owed to suppliers

• employee leave entitlements

• other liabilities.

$3 BILLION REVENUE

$3.9 BILLION EXPENDITURE (OPERATING AND CAPITAL)

$35.9 BILLION ASSETS

$30 BILLION COMMUNITY EQUITY

STRONG CREDIT RATING

$5.9 BILLION LIABILITIES

Revenue: Where did the money come from?

Council received $3 billion in revenue. The largest contribution was from rates and utility charges, which totalled $1.3 billion (after discounts and rebates).

Total revenue increased by $334.2 million (12.4%) from the previous year.

Expenditure: Where was the money spent?

Council spent $3.9 billion between operations ($2.6 billion) and capital projects ($1.3 billion) in 2022–23.

Council manages its budget by grouping related outcomes in programs. Programs invest funding in services and projects allocated within the Annual Plan and Budget.

Community equity ($ million)

Council’s community equity is defined as its net worth – what Council owns, less what it owes. As at 30 June 2023, Council’s community equity was $30 billion.

Measures of financial sustainability

The City of Brisbane Regulation 2012 requires Council to report its results for the financial year against selected financial sustainability ratios. The ratios, definitions and Council’s results at 30 June 2023 are stated below.

• Operating surplus ratio: The extent to which revenues raised cover operational expenses only or are available for capital funding purposes or other purposes.

• Asset sustainability ratio: An approximation of the extent to which the infrastructure assets managed by a local government are being replaced as they reach the end of their useful lives.

• Net financial liabilities ratio: The extent to which the net financial liabilities of a local government can be serviced by its operating revenues.

Ratios as presented above exclude the impacts of AASB 1059 Service Concession Arrangements: Grantors. The Financial Management (Sustainability) Guideline 2013 does not specifically address the treatment of service concession arrangements.

Council’s current year financial sustainability statement, the related Auditor‑General’s report and Council’s long‑term financial sustainability statement are located at the end of Council’s Annual Financial Statements in section 7 of this report.

Fair and equitable rates and rates concessions

Council ensures fair and equitable rates for all Brisbane ratepayers. This is achieved by:

• being transparent and complying with the requirements of Australian and Queensland Government legislation when making and levying rates and charges

• applying the principle of ‘user pays’, where appropriate, when making charges to minimise the impact of these charges on the general community

• equity by reference to the value, quality and use of land and level of services received

• ensuring that all properties provide a meaningful contribution to the costs of Council providing services

• clearly communicating the responsibilities of Council and ratepayers with regard to rates and charges

• timing the levying of rates to take into account the financial cycle of local economic activity, in order to help with the smooth running of the local economy

• having a rating regime that is efficient to administer.

The average rates price increase for owner‑occupied residential properties was 4.93% from 1 July 2022.

Council offers a range of rates concessions in support of a fair and equitable rates system:

• exemptions for eligible properties used for public, religious, charitable or educational purposes

• rebates on pensioner‑owned residential properties (in addition to the Queensland Government’s 20% subsidy) on application to Council

• ongoing rebates to pensioners who were eligible for water and wastewater rebates on 30 June 2017

• Bushland Preservation Levy rebates of 100% for landowners who have signed either a Voluntary Conservation Agreement or Land for Wildlife Agreement with Council

• rebates for eligible not‑for‑profit organisations that provide or support essential welfare or community services to Brisbane residents

• rebates for eligible not‑for‑profit kindergartens

• rebates for not‑for‑profit providers of affordable housing

• rate capping for residential owner‑occupied properties at 7.5%.

*All listed concessions were subject to eligibility criteria outlined in full in the Annual Plan and Budget 2022–23

CLIMATE-RELATED DISCLOSURE 2022–23

Council is unified in taking real and practical action on climate change to deliver a low‑carbon and climate‑resilient city. Council acknowledges there are environmental, social and financial implications of a changing climate and that Council has a role in both planning for the future of the city and running a financially sustainable organisation.

To ensure our organisation remains resilient, Council is in the process of embedding a climate risk management framework into our internal operations. Council is assessing the impacts of its operations and assets on how the climate is projected to change by 2030, 2050 and beyond, to develop mitigation and adaptation strategies to ensure our organisation is resilient in a changing climate.

Governance

Council’s general governance arrangement (refer to sections 2 and 5) applies to all aspects of decision‑making, with specialised multi‑disciplinary groups formed to provide oversight of and recommendations for matters of strategic importance.

Council has detailed knowledge of its emission sources, reports its operational carbon footprint and has maintained certified carbon neutral status since 2016–17. These activities are undertaken in line with the Australian Government’s Climate Active Carbon Neutral Standard for Organisations. Council’s Climate Active Public Disclosure Statements, which outline annual progress against priority actions and emissions reduction targets, are approved by Council annually and are available through Council’s or the Climate Active Carbon Neutral program websites. Council's carbon neutral status is achieved through purchase of renewable energy and investment in energy efficiency and renewable energy projects, with any remaining emissions offset by the procurement and surrender of Climate Active eligible carbon offsets. Expenditure on each of these activities is being significantly impacted by volatile financial markets, supply chain issues and increased demand resulting from global response to climate change, presenting a direct transitional risk to Council with financial implications.

Council forecasts its annual carbon footprint and renewable energy and carbon offset requirements and costs, to monitor potential budget impacts.

The Energy and Carbon Project Control Group provides oversight of Council’s Carbon Neutral Certification program. This group is comprised of senior members of Council’s Natural Environment, Water and Sustainability and carbon‑intensive operational areas, as well as the Chief Financial Officer.

Strategy

Council’s strategic planning framework sets out the roles and relationships between medium and long‑term strategies and plans (refer to section 2). The Corporate Plan 2021–22 to 2025–26 reinforces Council’s commitment to sustainability and identifies indicators to assist with monitoring Council’s progress. Through the Corporate Plan, Council considers risks and opportunities arising from the transition to a low‑carbon economy, as well as the physical impacts of climate change. The progressive review and updating of corporate policies, strategies and plans will provide further opportunities to continue to integrate emerging best practices in managing climate risk.

COUNCIL'S CARBON FOOTPRINT BY SOURCE (2021–22)

Mitigation strategies

Council has a strong record of sustainability leadership and is contributing to global efforts to reduce greenhouse gas emissions and mitigate the impacts of climate change through its carbon neutral commitment. In November 2022, Council strengthened its carbon neutral commitment by setting targets to reduce operational greenhouse gas emissions (including scope 1, 2 and 3) by at least 30% on 2016–17 levels by 2031–32 and achieve net zero emissions by 2050. The Carbon Neutral Council Emissions Reduction Strategy 2022–23 to 2027–28 outlines priority activities across waste management, construction, transport, buildings, facilities, streetlights, purchased goods and services, and our urban forests to ensure Council is well positioned to achieve its 2031–32 target.

Adaptation strategies

As our climate continues to change, Council aims to ensure our communities and operations remain resilient, confident and ready for future hazards arising from physical climate change. Council delivers a range of initiatives to address both acute risks associated with extreme climate events such as flooding and drought, and chronic risks, such as sea‑level rise.

Find out more on Council’s approach, including the Long-Term Asset Management Plan 2022–2042, the Rebuild and Recover: Flood Resilience Action Plan and the Flood Resilient Suburbs initiative, on Council’s website brisbane.qld.gov.au

Risk management

Council’s risk management framework supports the consistent and transparent identification, management and monitoring of risks (refer to section 5). All material risks are assessed through Council’s risk assessment criteria.

In 2022–23 Council continued to embed climate‑related risk considerations into the corporate risk management framework to ensure climate risk is managed in a way that enables delivery of Council’s holistic strategic vision for Brisbane as an inclusive, prosperous, liveable, well‑managed and sustainable city.

Metrics and targets

HOUSEHOLD CARBON REDUCTION

Target: average 6 tonnes of carbon dioxide equivalent emissions by 2031 4.3% reduction

Actual: between 2016–17 and 2018–19, household emissions (from home energy use, transport and waste) reduced by 4.3% to an estimated 10.96 tonnes

7 years

Target: remain a carbon neutral Council

Actual: 2022–23 is the 7th year that Council has maintained carbon neutral status

7% reduction

Target: reduce operational greenhouse gas emissions (scope 1, 2 and 3) by at least 30% on 2016–17 levels by 2031–32 and achieve net zero emissions by 2050

Actual: between 2016–17 and 2021–22, Council’s operational emissions reduced by 7%

CARBON NEUTRAL COUNCIL

4 PROGRESS AND PERFORMANCE

OUR PROGRESS AGAINST THE CORPORATE PLAN

Medium-term snapshot

The Corporate Plan sets out medium‑term objectives for how Council will deliver on the vision for the city. It reflects our strategic direction and feedback from the community on Council’s operations, activities and services.

The strategic directions of the Corporate Plan are progressed through the delivery of the projects and services of Council's programs and business units, as set out in the Annual Plan and Budget. In accordance with the City of Brisbane Regulation 2012, Council monitors our progress against the Corporate Plan strategic directions. Through this we can understand what is working and prioritise projects and services to support our community.

The following scorecards reflect the 5 strategic directions within the Corporate Plan and their indicators of success.

OUR SUSTAINABLE CITY OUR INCLUSIVE CITY

OUR PROSPEROUS CITY

OUR LIVEABLE CITY

OUR WELL-MANAGED CITY

Council uses a 3 tier rating system to summarise performance against the indicators in the Corporate Plan. The additional 4th status of 'monitor closely' has been applied for those objectives that continue to be impacted by the coronavirus pandemic, the 2022 severe rain and flood event and global economic conditions. The statuses are:

Delivered: the objective is achieved or completed

On track: work is continuing as planned and budgeted

Action required: work has stopped or progress is insufficient to achieve the objective

Monitor closely: progress is being made but, due to external drivers, does not match what was planned and budgeted, or progress is difficult to measure.

OUR INCLUSIVE CITY

Council advocates for a Brisbane that is a city for everyone, free from discrimination, with inclusive and supportive services and culture.

Medium-term (5 year) highlights

Promoted not‑for‑profit organisations, community and cultural events, and awareness campaigns by lighting up Council assets, increasing by 49% since 2018–19

Held an average of 27 Talk to a Planner events per year since 2018–19

Delivered accessibility upgrades to 1,355 bus stops, benefiting more than 21,000 passengers per weekday since 2018–19

INDICATORS OF PROGRESS STATUS

Increased participation in community consultation and engagement activities

Sustained community satisfaction with ability and access to opportunities to have a say

Increased accessibility and affordability of Council services and facilities

Improved metrics of inclusion within Council and community

Strategic focus areas for future years

On track

On track

Monitor closely

On track

• Council is committed to investing in solutions to remain connected with the population of our city, which is continuing to grow in volume and diversity. Maintaining a human presence in the community through face‑to‑face interactions and the use of engaging digital marketing tools remains an important aspect of how we work and connect. Increased participation in customer consultation processes will continue to drive significant outcomes for the city.

• It is important that Council continues to support organisations to deliver festivals and events across the city to strengthen our sense of community. Diverse community events allow residents to experience cultures and activities from all over the globe and provide more to see and do across Brisbane.

• A City for Everyone: Inclusive Brisbane Plan 2019–2029 focuses on providing accessible and inclusive services and support for Brisbane’s diverse communities. Delivering these services ensures that Council can support the Brisbane community now and into the future.

OUR SUSTAINABLE CITY

Through partnership, advocacy, direct action and intervention, Council supports a clean, green and sustainable Brisbane.

Medium-term (5 year) highlights

Achieved 7 years as a carbon neutral organisation

Harnessed the power of landfill gas, generating enough to power more than 11,500 Brisbane homes, an increase of more than 60% since 2018–19

Maintained 10,043 ha of natural areas managed by Council, increasing by 282 ha since 2018–19

INDICATORS OF PROGRESS STATUS

Maintain carbon neutral status of Council

Reduced household carbon emissions

Increased sustainable transport patronage and active travel

Improved environmental health of the city

Reduced waste generation and increased resource recovery

On track

On track

On track

On track

On track

Increased resilience and reduced risks to residents and property from natural hazards Monitor closely

Improved quality and network of natural habitat and greenspaces within the city

Increased community participation in Council environmental programs and education activities

Strategic focus areas for future years

On track

On track

• As part of our carbon neutral commitment, Council is taking real action to reduce our environmental impact, with a commitment to reduce our carbon emissions by at least 30% by 2031, and achieve net zero emissions by 2050. We are progressing practical emissions reduction measures in all areas of our operations, from waste management to public transport, buildings and facilities, purchased goods and services and our urban forest.

• Council's aspirations for our future are reflected in the United Nations (UN) Sustainable Development Goals (SDGs), which address the social, economic and environmental challenges that impact all humans on a global and local level. Through participating in the SDG Cities Global Initiative, Brisbane will learn from and share best practices with other cities around the world, making our city, and the rest of the world, more liveable, healthier and safer.

OUR PROSPEROUS CITY

We harness global and local opportunities and encourage a pipeline of investment, jobs and businesses to support the economic growth of our city.

Medium-term (5 year) highlights

Invested more than $5.6 billion with local businesses since 2018–19

Delivered road corridor improvements at 24 locations since 2018–19

Partnered with Brisbane Economic Development Agency to support the delivery of major events generating $654 million in economic activity since 2018–19

INDICATORS OF PROGRESS STATUS

Strengthened economic performance of the city

Increased tourism visitation and expenditure

Increased use of digital technology to support business and the economy

Improved efficiency and timeliness of movement of goods and services

Increased participation in Council’s business support activities and events

Strategic focus areas for future years

Monitor closely

Monitor closely

On track

On track

On track

• Expectations of a rapidly growing population, the rise of knowledge, technology and innovation and the pandemic have provided unexpected challenges and opportunities for industry in Brisbane. Unlocking growth within industrial areas, combined with a supportive infrastructure network and the development of vibrant urban precincts will provide Brisbane with a globally competitive industrial future.

• Business resilience across the city is being challenged by the current economic climate. As a city we are experiencing a renewed focus to shop locally and grow local supply chains to meet customer expectations. Council is committed to attracting and retaining small businesses across the city with favourable operating conditions and services creating prosperous opportunities for businesses to thrive.

• Optimising opportunities for global investment, Council is committed to ensuring we are a city of international significance, recognised for global conferences and emerging sectors that drive our city’s economic prosperity. Combined with a new wave of infrastructure projects, we lead the way as a city of choice for businesses, investors and developers.

• Council is committed to providing solutions that meet the evolving needs of the community and ongoing urban development. Through implementing new and emerging technology, Council is delivering parking infrastructure solutions that enhance the customer’s experience and accessibility to improve parking and traffic management across Brisbane. Council is building towards future needs by considering the future state of our transport network and parking solutions to ensure the community’s needs are met now and into the future.

Medium-term (five-year) highlights

OUR LIVEABLE CITY

Council celebrates and connects Brisbane’s communities with the activities, events and places that make Brisbane great.

Medium-term (5 year) highlights

Extended Council’s award‑winning Active School Travel program with more than 68 schools participating since 2018–19

Delivered more than 1,072 temporary and permanent artworks across the city since 2018–19

Continued high levels of customer satisfaction with Council’s libraries above 97% since 2019

INDICATORS OF PROGRESS STATUS

Maintained infrastructure delivery in line with city growth

Increased participation in local events and activities

Improved Council facility and park use and user satisfaction

Maintained community satisfaction with access to housing, employment and recreation spaces

Majority of residents find Brisbane a great place to live

Strategic focus areas for future years

On track

On track

Monitor closely

Monitor closely

On track

• Council is committed to protecting and enhancing the health of Brisbane’s residents through the EatSafe star rating system for all licensed food businesses. External factors, such as the Queensland Audit Office (QAO) report into food regulation and the upcoming Food Act 2006 legislative amendments, will be carefully managed in support of the legislation and statutory guidelines as Council continues to be a benchmark for best practice in public health protection.

• Council recognises its role in enabling residents to experience the benefits of living in our vibrant city. Council’s City Entertainment programming will continue to deliver low cost and free events across Brisbane’s communities so that visitors and residents can continue to participate in and celebrate our liveable city.

• Planning for and supporting the provision of affordable and diverse housing choices for a growing population is a complex challenge for our city. Brisbane’s Sustainable Growth Strategy provides key priorities and actions that are within Council’s remit, that will help balance the vital need for housing supply, while protecting our natural environment. Council is focused on facilitating the right mix of housing needed to maintain our valued lifestyle and provide housing choices for people at every stage of life.

• Council recognises the challenges of creating a city where people and vehicular transport can move freely. Jointly funded by the Australian Government and Council under the Better Roads for Brisbane program, Council is building smoother streets and improved road and transport networks, delivering road safety upgrades at key locations. Major road construction and intersection upgrades are helping tackle road congestion, providing better access for communities and helping residents get home sooner and safer.

OUR WELL-MANAGED CITY

Council provides strong leadership and governance for the city and is committed to delivering effective, efficient and valued services to the community.

Medium-term (5 year) highlights

Remained financially sustainable for the 10th consecutive year, with a strong credit rating and neutral outlook

Supported employees and leaders to complete 235,408 online and face‑to‑face training courses since 2018–19

Improved customer focused service outcomes with the number of bus services increasing from 3 million in 2017–18 to 3.2 million in 2022–23

INDICATORS OF PROGRESS STATUS

Majority of residents agree Council does a good job of managing the city

Majority of customers report positive experiences in dealing with Council

Maintain long‑term financial sustainability

Improved performance in governance, risk and compliance metrics

Improved performance in metrics related to our people

Strategic focus areas for future years

On track

On track

Monitor closely

On track

On track

• Council’s commitments within Our Community Experience highlight the importance of community, connection and care. We must continue to show agility in the way we respond to our community’s shifting needs and expectations by listening to our customers, so they can continue to provide direction and help us to deliver meaningful outcomes for Council and the community.

• Council recognises the importance of modelling and practising a physically and psychologically safe and inclusive workplace through an organisational commitment to Zero Harm behaviours and principles. These principles and compliance requirements, along with Council’s risk management framework, align to support Council to create and maintain a proactive safety culture.

• Increasing our diversity group representation and fostering inclusive working environments in our workforce is an ongoing commitment for Council. Our 5 Communities of Inclusion help to drive innovation and provide the benefits that a diverse and inclusive workforce creates for the community.

OUR 2022–23 PERFORMANCE AND HIGHLIGHTS

The Annual Plan and Budget sets out the projects, services and activities Council will undertake and deliver each year. Our progress and performance is demonstrated across the Corporate Plan’s 5 strategic directions, in addition to key results and achievements by each of Council’s program and business units.

OUR PROSPEROUS CITY OUR LIVEABLE CITY OUR WELL-MANAGED CITY OUR SUSTAINABLE CITY OUR INCLUSIVE CITY

PROGRAM 1: TRANSPORT FOR BRISBANE

PROGRAM 2: INFRASTRUCTURE FOR BRISBANE

PROGRAM 3: CLEAN, GREEN AND SUSTAINABLE CITY

PROGRAM 4: FUTURE BRISBANE

PROGRAM 5: LIFESTYLE AND COMMUNITY SERVICES

PROGRAM 6: CITY STANDARDS, COMMUNITY HEALTH AND SAFETY

PROGRAM 7: ECONOMIC DEVELOPMENT

PROGRAM 8: CITY GOVERNANCE

BUSINESS UNIT: CITY PARKING

BUSINESS UNIT: TRANSPORT FOR BRISBANE

OUR INCLUSIVE CITY

Council is committed to creating a welcoming, diverse and multicultural city where everyone feels included. Promoting equal access to services and opportunities means investing in infrastructure, programs and facilities that support people of all ages, abilities and backgrounds to travel, work, live, enjoy and connect with all Brisbane has to offer. The combination of inclusive and accessible programs, events and initiatives continue to foster connection with, and celebration of, our diverse communities.

Connecting our community through culture, festivals and events

Council’s Suburban Community and Multicultural Festival Funding and Sponsorship program continues to assist community organisations to deliver a range of local community and multicultural festivals and events each year. Council continues its support of BrisAsia Festival, which is one of the city’s most beloved events, celebrating the diverse cultures, traditions, food and unique lifestyles of Asia. Spanning 3 weeks, this citywide festival includes traditional music and dance performances, pop culture celebrations and food events, allowing the people of Brisbane to experience and embrace this exciting part of our city’s culture.

Supporting Brisbane’s seniors to stay connected

Council understands the importance of creating opportunities for Brisbane’s seniors to remain connected and participate in a range of services, events and activities. From entertaining residents through the Lord Mayor’s City Hall concerts, providing seniors with free off peak travel on buses and ferries, and creating opportunities to develop their talents through the Lord Mayor’s Seniors Cabaret program, Council is committed to providing access to services and facilities to promote inclusivity and help reduce the risk of social isolation amongst seniors.

World-class public transport accessibility

Council is committed to providing world‑class accessible public transport systems that reduce congestion across the city. Council used the findings from comprehensive suitability and accessibility testing that was completed on a pilot Metro vehicle to ensure that Council’s initial fleet order of 60 accessible vehicles provide a safe and reliable experience for our community and visitors. The introduction of the high‑frequency and high‑capacity Metro vehicles in late 2024 will provide customers with a more comfortable ride that reduces pollution.

13,440 residents celebrated the festive season with their friends at our much‑loved Lord Mayor’s seniors Christmas party events

Delivered 3,679 Growing Older and Living Dangerously (GOLD) sessions to 52,000 seniors

202 festivals supported by Council’s Suburban Community and Multicultural Festival Funding and Sponsorship program

Connecting our community through culture, festivals and events

Launched Council’s Reconciliation Action Plan

Council launched our Reconciliation Action Plan (RAP) in August 2022. Council's RAP acknowledges the value and contributions that Aboriginal and Torres Strait Islander people make to our city. This plan provides an opportunity for Council and communities to build on previous successes and sustain reconciliation outcomes. The RAP is built on the themes of relationships, respect and opportunities that acknowledges the past and builds opportunities for the future. Since its launch, Council has collaborated with local communities to commence or implement the 90 deliverables outlined in the plan.

Sharing Brisbane with residents and visitors

The Brisbane Greeters program continued to offer residents and visitors the opportunity to learn more about our vibrant city by providing free tours. Our welcoming and friendly volunteer Greeters encourage connection and inclusion by sharing their knowledge and stories about Brisbane’s history, as well as introducing the many great places and attractions of our multicultural city.

Delivering the Inner Spark community engagement program

Council is committed to inclusive planning for Brisbane, together with residents and businesses. Through its Inner Spark citywide engagement program, Council has gathered community ideas and feedback for progressing and shaping the future of the inner city.

2022–23

Evolving library programming to support a creative, diverse and inclusive Brisbane

Council’s libraries continue to evolve, creating welcoming and inclusive spaces with learning experiences for residents of all ages across the Brisbane community. A range of Council initiatives have been expanded, including the Human Library program and the Carindale Library Makerspace, helping to build digital and creative skills through social, hands‑on learning. The variety of our library services reflects the existing and emerging needs of our diverse customers and community groups.

More than 1,960 total ideas generated through Inner Spark 29,789 votes on Big Ideas and community ideas

696,544 impressions across Council’s social and external media

More than 6,760 people attended community events

The Brisbane Greeters program offered free walking tours to 6,000 visitors in

OUR SUSTAINABLE CITY

As the most biodiverse capital city in Australia, Brisbane residents enjoy an abundance of greenspace, clean air and a shared commitment to sustainability. Continuing our path towards a cleaner, greener future and as a recipient of Silver Certification in the UN Habitat’s Sustainable Development Goals Cities Global Initiative, Council is now part of a global community working to improve quality of life for everyone through social, economic and environmental sustainability.

To improve the sustainability of our city, Council continued to focus on improving the performance of our own operations, partnering with the community to deliver initiatives that encourage residents and businesses to make sustainable choices to protect and enhance Brisbane’s natural habitat.

Protecting our future water supply

Council’s Water Champion Network developed an Operational Sustainable Water Use Action Plan. The plan supports Council in preparing for future drought scenarios and water restrictions by targeting practical sustainable water use initiatives. The smart water meter trial and Better Shade Trees for Brisbane project are 2 of the 8 project success stories from across the city. These projects, alongside 13 priority actions, help to ensure Brisbane is a water smart city with waterways that are attractive, resilient and easy to enjoy.

Increased community participation in Council environmental and education activities

In 2022–23, Council welcomed more than 160,000 visitors to Brisbane's 3 environmental centres, Karawatha Forest, Downfall Creek and Boondall Wetlands. By engaging right across the community from students through to environment community ambassadors and the Lord Mayor’s Young Environmental Leadership Network, Council continues to build advocacy for sustainability initiatives, ensuring Brisbane’s environmental health is valued by current and future generations.

Building on our Sustainable Development Goals accreditation

The UN Sustainable Development Goals (SDGs) initiative facilitates collaboration on a global and local level to improve quality of life for all by helping cities achieve social, economic and environmental stability.

Brisbane was accredited with Silver Certification in the UN Habitat’s SDGs Cities Global Initiative, the first Australian city to receive this accreditation. Council is committed to providing improvements to our residents’ quality of life as well as environmental improvements both in the lead up to the Brisbane 2032 Olympic and Paralympic Games and beyond.

More than 20,000 visitors participated in various community engagement programs

Hosted more than 12,500 students in the Environment Centres' Schools Learning programs

Empowered more than 80 volunteers at the environment centres to be community ambassadors for Brisbane's environment

Hosted more than 70 students from more than 30 schools in the Lord Mayor’s Young Environmental Leadership Network

Simplifying minor works for Brisbane’s heritage listings

Council identifies and protects heritage places that reflect aspects of Brisbane’s culture and history. By preparing and publishing a General Exemption Certificate under the Queensland Heritage Act 1992, Council has successfully streamlined approvals for repair and minor works to Local heritage places. The certificate saves money and time by removing the application requirements to undertake repair and minor works needed. It also provides guidance on heritage best practice approaches for works to support the ongoing care and conservation of Brisbane's 1,710 Local heritage places.

Creating waste smart kindies

The Waste Smart Kindy program is an initiative designed to recognise early learning centres and services across the city that have demonstrated a commitment to delivering improved waste management and sustainable outcomes through waste smart practices. The professional development course offered for early learning educators provides participants with knowledge, skills and resources to support day to day waste practices.

Accredited 7 new early learning centres and services, taking the total to 25

The Waste Smart Kindy professional development course was completed by 318 early learning educators, taking the total to more than 1,400 accredited educators

Optimising Brisbane’s landfill viability

Council partnered with Cleanaway and external contractors to complete building Brisbane's 8th waste disposal cell. The completed works will see Brisbane's landfill maintain viability. Council continues to create shared accountability with the community for delivering improved waste management.

Continued to deliver our Resilient Clubs Support program

Now in its 3rd year, the Resilient Clubs Support program supports community clubs through clean and green initiatives, leading to a reduction in environmental impacts and utility charges, supporting Brisbane towards carbon neutrality.

Since the program commenced in 2020–21 it has:

completed 733 energy, water, turf and irrigation audits completed upgrade works at 143 clubs installed 56 solar power systems saved an estimated 1,355 kWh of energy annually saved an estimated 30,479 kL of water annually saved an estimated 1,640 t of CO² emissions annually saved tenants of Council’s community facilities an estimated $520,000 on energy and water costs in total per year

OUR PROSPEROUS CITY

Council continued to leverage the opportunities of hosting the Brisbane 2032 Olympic and Paralympic Games and is focused on enabling the significant economic benefits the Games provides for our residents and businesses. Brisbane offers an enviable lifestyle with a high level of employment and economic growth through investment, trade, tourism and events. Council ensures our city is resilient and our planning delivers a better future for our residents, businesses and visitors with our thriving city centre and suburban precincts offering plenty to experience.

Supporting local businesses, community groups and not-for-profit organisations

Council purchased a licence for GrantGuru’s Funding Finder, an online national database that helps community groups, clubs and local businesses source funding opportunities for their projects. Funding Finder enables users across Brisbane to locate and keep track of potential funding opportunities, finding sources of funding to bring their projects to fruition.

Embracing our city’s prosperity

Council released Brisbane: Our Productive City outlining our strategy to improve and adapt how industrial areas are used to remain globally competitive. By delivering industrial land to meet demand and enable industrial precincts to advance, renew and evolve, Council will continue to showcase Brisbane’s ability to be bold, resilient and innovative. The strategy will support industry to stimulate investment and meet current and future needs of the city.

Council also released Brisbane’s Inner City Strategy to provide a blueprint for sustainable growth and transformation of key inner city precincts. The strategy establishes a forward program of precinct planning focusing on Brisbane 2032 Olympic and Paralympic Games venue clusters including Kurilpa and the city centre. This future program of urban renewal will create significant new opportunities for housing in Brisbane.

Attracting events to Brisbane

Events play an important part in powering the city’s economy, encouraging visitors to stay longer, spend more and support local businesses. These events help Brisbane leverage the opportunities of Brisbane 2032 and beyond, strengthening growth and investment opportunities and adding vibrance to the city.

Secured 41 major events and 69 business events to Brisbane for the current and future years, injecting an estimated $179 million and $70 million respectively in economic activity

Bringing entertainment to our thriving city centre Activations, events and performances help drive visitation to the city centre, creating community vibrancy and an enhanced lifestyle desired by Brisbane’s community, as well as delivering economic benefits to local retailers and hospitality businesses. The Queen Street Mall’s 40th birthday celebrations in August attracted the biggest foot traffic crowds in 2022, while Christmas season campaigns resulted in foot traffic in the mall ticking over to 101% of pre‑COVID levels in the days leading up to Christmas.

Delivered 687 events and supported 1,703 performances in the CBD and Queen Street Mall

Attracting events to Brisbane

Celebrating local business success in Brisbane

The Lord Mayor’s Business Awards are an annual celebration of Brisbane’s most exciting and innovative companies and business leaders. Nearly 2 decades since inception, the awards are a treasured institution and a highlight on the Brisbane business calendar.

Backing Brisbane’s emerging medtech industry

Members of the MedTech Accelerator program joined more than 50 other companies from around the world to present their ground‑breaking technology to a panel of investors and industry experts at the annual JP Morgan Healthcare Conference in San Francisco. Awards and recognition were received by local businesses Field Orthopaedics, Max Kelsen and Microbio.

Selling our city on the global stage

298 nominations across 11 categories

More than 640 of the city's leading businesspeople attended

Strengthening international relationships ahead of the Brisbane 2032 Olympic and Paralympic Games

Establishing and strengthening international relationships is a crucial step in how we prepare for our role as an Olympic and Paralympic Host City. Brisbane was invited to join and is now an active member of the World Union of Olympic Cities (WUOC) and Council continues to leverage opportunities from shared learnings of other Host Cities, Paris and Los Angeles.

Promoting Brisbane as a tourist destination

Informed and backed by Brisbane industry, the Brisbane Brief is an investment tool that promotes the city’s unique selling points. The brief showcases Brisbane’s growth and investment opportunities for local businesses to attract domestic and global investment and events to the city. With distribution in several countries, translation into 3 languages and an update and re print in its first year of release, the Brisbane Brief is helping the world discover the incredible opportunities Brisbane has to offer.

The award‑winning Brisbane destination brand continued to raise awareness and consideration for the region as a destination for domestic and international travellers through sustained campaign activity. A variety of media activities highlighting the numerous things to see and do in Brisbane at any time of the year were promoted across key markets in New South Wales, Victoria, Tasmania, Western Australia and Queensland. In addition, targeted campaign activity was undertaken in key international markets including North America, South East Asia and Europe.

Destination marketing program reached 97 million people

OUR LIVEABLE CITY

Council delivered a diverse program of events, initiatives and activities that continue to build and enhance the liveability of our well‑designed, beautiful, subtropical city. New public and active transport options continue to make travel safe, convenient and easy to use. Council’s ongoing investment in venues and facilities create lifestyle opportunities and great experiences for community and visitors.

Connecting our city with the suburbs through the Green Bridges program

Our Green Bridges program demonstrates our commitment to creating active travel and congestion solutions that make it easier to experience our city.

Design and construction of both the Kangaroo Point and Breakfast Creek green bridges continues. Construction at Kangaroo Point used the world’s largest lifting capacity tower crane to lift key parts of the bridge into place. As part of the Breakfast Creek Green Bridge project, works have commenced to deliver a new two‑way, on‑road cycle path making it easier for residents and visitors to move around the city through an extensive network of safe, convenient and connected pathways and bikeways.

Upgrade of Council’s Willawong Animal Rehoming Centre

Council services and facilities aim to promote a safe space for animal adoptions and encourage responsible pet ownership in the community. To progress this goal, Council completed upgrade works at the Willawong Animal Rehoming Centre. This included the refurbishment of the administration building and the dog intake area.

Providing our community with grant funding opportunities

Council’s community grant programs help fund local non‑profit community groups to develop and improve facilities and services across Brisbane.

Delivered 9 grant programs

Funded

1,370 successful applicants

Provided more than $5.3 million in grant funding to support recipients in their local communities and access a range of facilities

Improving our community facilities

Council continued to invest in leisure and recreation opportunities so that residents could access a network of community facilities and services that are well utilised, safe and reliable, and meet community needs.

Delivered a new clubhouse at Brisbane Metropolitan Touch Association, Camp Hill, in partnership with the Australian Government

Refurbished the heritage listed Paddington Substation in partnership with the Australian Government

Commenced restoration of the heritage buildings as part of delivering the new Witton Barracks Creative Community Hub, Indooroopilly

Completed accessibility improvement works at 4 facilities

Welcoming the community to our modernised and inclusive Zillmere Library

Completion of the Zillmere Library refurbishment project delivered a modernised and more welcoming facility to better meet the needs of the community. The refurbishment included dedicated spaces for children and young adults, improved seating options for reading and study, and landscaping around the library with enhanced spaces that complement the natural environment.

Council worked with local community and cultural heritage advisors to establish a bush tucker garden to help residents learn about native plants and their significance to the local Aboriginal community. Council received financial assistance from the Queensland Government through the State Library of Queensland to deliver the bush tucker garden.

Prioritising housing strategies for our rapidly growing city Council is focused on creating a city that is liveable and accessible for all. Council’s housing and homelessness strategy, Brisbane's Sustainable Growth Strategy, outlines the initiatives Council is undertaking to facilitate housing supply and diversity within our region. The strategy also outlines our short‑to‑medium‑term plans to address the challenges of population growth and changing housing needs.

The strategy aims to address 4 key housing priorities for Brisbane.

Housing supply for our growing and evolving city

Housing diversity, affordability and choice

Housing in the right locations

Housing is sustainable and well designed to suit our subtropical lifestyle

OUR WELL-MANAGED CITY

Council ensures Brisbane is a well managed city by delivering effective, efficient and valued services for the community. Through strong leadership, governance, integrity and accountability, Council adheres to legislation, policies, processes and practices, and safeguards our financial sustainability for the future. We invest in people, processes and technology to continually improve the customer experience and make our operations more efficient.

Flood resilience planning and implementation

Council plays a significant role in planning and working with the community to build a resilient city and enhanced lifestyle. This includes preparing for, responding to and supporting Brisbane’s community through severe weather events.

Council’s Be Prepared community engagement campaign encouraged Brisbane residents and businesses to prepare for severe weather events and natural disasters. Council also delivered more than 30 face to face engagement activities for local disaster awareness to enhance community resilience. In addition, and in partnership with the Queensland Government’s Get Ready Queensland team, the first Brisbane Emergency Services Expo event was held in October 2022. An estimated 10,000 residents attended to learn first‑hand about how they can best prepare for future storm seasons.

Council’s technical and resource improvements included the launch of the Emergency Dashboard on Council’s website, providing a central location where residents can find a range of real‑time emergency related information, as well as implementing the new Brisbane Disaster Management System for use in disaster response efforts and recruiting 100 new SES members.

Council invested more than $5 million in flood recovery funding to flood studies, communication resources, process reviews and systems management to strengthen our city’s resilience. Council delivered 35 of the 37 recommendations from the 2022 Brisbane Flood Review, as well as 41 of 51 actions from the Flood Resilience Action Plan, which will ensure that Council is better prepared for future severe weather events.

Looking out for our colleagues

Council is committed to the wellbeing, health and safety of all employees and continues to communicate that domestic and family violence is unacceptable in our community. Team leaders and managers have had access to training sessions to enable them to support impacted employees. The Executive Management Team has signed and shared a commitment statement to further confirm our stance on domestic and family violence. Council proactively communicates domestic and family violence support services and resources that are available to support our employees. Employees experiencing domestic and family violence have access to paid leave for arranging accommodation and medical, counselling and legal appointments. Council also provides access to a 10 week online program, A Fresh Start For Me, to support employees to rebuild after experiencing domestic and family violence.

Recruitment portal improves efficiency

Attracting and retaining employees with the capabilities and qualities needed to deliver a better Brisbane, both now and for the future, is part of how Council remains efficient and effective.

Council’s new recruitment portal has enhanced the way we connect with prospective employees, improving the efficiency and quality of the candidate experience. This helps Council better engage prospective employees, build a strong talent pool and deliver effective workforce management outcomes.

More than 22,000 prospective candidates joined Council’s talent pool

Reduction in time‑to‑hire

Reduction in cost‑per‑hire

Reduction in advertising costs

Financial management of our city, supporting our residents and businesses

Council is continuing to improve our financial management of the city while providing additional opportunities and support for residents and businesses to deliver a viable and prosperous future.

Introduced new rating categories to encourage the availability of more properties on the long‑term rental market

Provided financial relief of $26.7 million through Council’s pensioner rates rebate

Exceeded Council’s annual target to spend more than $10 million directly with social enterprises

Facilitated the Better Brisbane Proposal process with 6 proposals trialled

Maintained 7 day payment terms for small businesses

More than 86% of Council’s procurement spend was invested with local suppliers, exceeding the target of 80%

Provided an uninhabitable residence rebate as part of the flood recovery financial assistance package

Raised more than $189,000 in charitable donations to the Lord Mayor’s Charitable Trust via the rates payment process

Facilitated 164 grant applications, securing $318 million in external funding for Council projects

Financial management of our city, supporting our residents and businesses

Financial management of our city, supporting our residents and businesses

Financial management of our city, supporting our residents and businesses

Financial management of our city, supporting our residents and businesses

Financial management of our city, supporting our residents and businesses

1: TRANSPORT FOR BRISBANE

Through the Transport for Brisbane program, Council will deliver Australia’s most modern and sustainable public and active transport systems. Council’s transport systems and infrastructure will keep pace with city growth by supporting residents and visitors to travel quickly, safely, reliably, and sustainably.

Medium-term (5 year) highlights

Extended Council’s award winning Active School Travel program with more than 68 schools participating in the program since 2018–19

Continued to support active travel from schools with new and upgraded footpath links to 90 schools, an increase of 72 since 2018–19

Delivered accessibility upgrades to 1,355 bus stops, achieving a total of 4,470 upgraded bus stops benefiting more than 21,000 passengers per weekday since 2018–19

Performance – key results and achievements

Subsidised delivery of more than 3.2 million bus services, transporting more than 64 million passengers. Provided 3.9 million free senior off‑peak trips on buses and ferries. Delivered more than 135,000 CityCat, CityFerry and CityHopper services, transporting more than 2.7 million passengers on the river.

Continued to deliver high quality customer experiences on the public transport network through scheduled and tailored

the Blue CityGlider from West End to Teneriffe, offering services over an 18 hour period and extending to 24 hour operation on weekends. The service carried more than 2.5 million passengers the Maroon CityGlider from Ashgrove to Coorparoo, stopping at locations including Caxton Street, Suncorp Stadium, the Cultural Centre, South Bank, Queensland Performing Arts Centre and The Gabba. The service carried more than 1.1 million passengers.

Completed consultation and engagement activities inviting community feedback on Brisbane’s New Bus Network. generation double‑decker CityCat Kurilpa II, which was built by local shipbuilder, Aus Ships Group Pty Ltd. Reintroduced ferry services following the 2022 severe rain and flood event to Sydney Street, Holman Street, QUT Gardens Point, Milton, Maritime Museum and UQ St Lucia in December 2022 and North Quay and Regatta in February 2023. Delivered more than 16,000 Personalised Public Transport services in 7 service areas across Brisbane, providing a transport link to residents in areas with limited public transport options. Constructed 3.06 km of new and upgraded footpath links to support students, teachers, parents and carers who actively travel to and from 18 schools.

• Continued to grow the Cycling Brisbane program to encourage more of the Brisbane community to ride more often, including:

» increasing program membership to more than 24,000 riders

» delivering 269 bike skills and maintenance sessions and 39 guided rides for a range of ages and abilities

» delivering 43 e scooter skills workshops and guided e‑bike ride workshops

» sponsoring local not‑for‑profit organisation TRACTION to facilitate 18 bike building and maintenance workshops for more than 174 vulnerable youth across Brisbane

» partnering with 12 local businesses to provide incentives, discounts and benefits for Cycling Brisbane members

» delivering the BMX Skills Open Day at Murarrie Recreation Reserve with more than 143 children registered across the 5 workshops and 100% of survey respondents rating the overall event as either 'excellent' or 'good'.

• Continued to work with schools as part of the Active School Travel program to increase the number of primary‑aged students travelling to school by walking, riding a bike or scooter and catching public transport. During the 2022 school year:

» 37 Brisbane schools with more than 19,000 students participated

» 87% of surveyed parents reported their child’s road safety knowledge had improved since participating in the program

» 10 schools participated in Walk to School Clean Ups with Council’s Litter Prevention team.

SHARED E-MOBILITY TRIPS

Since Council introduced Brisbane’s first shared e‑scooter scheme in 2018, shared e‑mobility trips continue to grow.

• Completed the evaluation of the 12 month trial to retrofit bike separation devices at intersections in 5 locations throughout the city’s road and bikeway network.

• Completed a trial of Bicycle Awareness Monitors to improve behaviour on Council’s bikeway network.

• Installed 17 new bike parking racks to meet demand at key locations across the city.

• Completed design and commenced construction to deliver the Hidden World Playground to Bill Brown Reserve Bikeway project.

• Completed design and planned construction for the Joachim Street Bikeway project.

• Delivered 27 bus stop upgrades to improve accessibility and amenity across our bus stop network.

• Continued design and construction of the Kangaroo Point Green Bridge and completed the procurement process for commercial opportunities.

• Commenced construction of the Breakfast Creek Green Bridge.

• Released the draft Walkable Brisbane strategy for consultation.

Continued construction of the Brisbane Metro depot, new Cultural Centre Station and CBD tunnel under Adelaide Street

E-mobility trips

Continued construction of the Kangaroo Point and Breakfast Creek green bridges

Released the draft Walkable Brisbane strategy for consultation

INFRASTRUCTURE FOR BRISBANE

Through the Infrastructure for Brisbane program, Council develops and delivers a transport network that supports business, residents and visitors by enabling the safe, efficient and sustainable movement of people, freight and services.

Medium-term (5 year) highlights

Averaged 21 intersection upgrades per year since 2018–19

Delivered road corridor improvements at 24 locations since 2018–19

Reduced the number of motorists exceeding speed limits by 56% where Speed Awareness Monitors (SAMs) are installed since 2018–19

Performance – key results and achievements

• Progressed the construction of the Moggill Road Corridor Upgrade project – Stage 1 Indooroopilly Roundabout Upgrade.

• Completed the detailed design and undertook an early works package for the Beams Road Upgrade project. This project will:

» improve safety through the Beams Road corridor from Lacey Road to Hanford Road, providing off‑road shared paths improving connectivity and access for cyclists and pedestrians

» deliver improvements at the Dorville Road and Beams Road intersection and pedestrian/cyclist underpass at Beams Road.

• Completed construction of the Rochedale Road and Priestdale Road Intersection Upgrade project.

• Completed intersection upgrade works at Newnham Road and Wecker Road, Mt Gravatt East/Mansfield.

• Completed upgrades to major intersections at:

» Melton Road and Hows Road, Nundah

» Kelvin Grove Road and Blamey Street, Kelvin Grove

» Boundary Road and Skepper Street, Ellen Grove

» Ellison Road and Kirby Road, Aspley

» Enoggera Road and Moran Street, Alderley

» Edinburgh Castle Road and Colac Street, Kedron.

• Commenced early works to improve traffic flow and safety for all road users at Fig Tree Pocket/Kenmore Road.

• Delivered the construction of 4 black spot projects to reduce risk of crashes at intersections.

• Conducted 11,000 traffic investigations in response to requests from the community.

• Delivered 1,800 minor road modifications including signs and line markings to improve road safety and amenity.

• Constructed 6 congestion busting projects with upgrades to intersections and traffic signals, providing an estimated 16,000 hours in travel time savings for motorists each year.

• Provided enhanced safety and travel around schools by:

» delivering 7 infrastructure improvements to enhance access and safety for those travelling to and from schools

» installing 22 permanent SAMs at schools

» delivering 38 enhanced School Zone pavement treatments at 20 schools.

• Constructed 19 priority improvement projects to enhance access and safety on local road networks.

• Implemented 5 local area traffic management schemes to improve safety and amenity within neighbourhood precincts.

• Delivered 27 Automated Flooded Road Warning Systems to enhance motorist awareness of flooded road conditions during periods of heavy rainfall to enhance safety.

• Rotated SAMs 478 times across a network of more than 800 locations to improve motorist awareness of speed limits.

• Enhanced 5 suburban corridors providing improved access, connectivity and safety for all road users.

• Provided strategic transport advice on neighbourhood plans to ensure that resulting development can be supported by existing and/ or planned transport infrastructure.

• Monitored traffic flow and mitigated congestion on the transport network via the Congestion Reduction Unit by:

» installing 8 Midblock Bluetooth detectors

» installing pedestrian countdown timers at 39 intersections, bringing the total to 683 intersections, representing 68% of all Council signalised intersections

» assessing 18,630 road closure and heavy vehicle applications to ensure adverse effects on the road network were avoided or mitigated

» delivering 40 infrastructure and refurbishment upgrades and 28 minor modification work projects for traffic signals.

SPEED AWARENESS MONITORS ROTATIONS

Council undertakes rotations of SAMs to ensure safety outcomes in priority areas across Brisbane.

• Completed assessment of over 800 major development applications to apply conditions of development to protect the future of the transport network.

• Completed the Cutter Landing Boardwalk project to improve safety for all users.

• Issued 24,741 digital parking permits to Brisbane residents and businesses and 268 commercial vehicle permits to customers.

• Continued delivery and support of new parking technology, including improved management, infringement issuing and asset systems.

• Implemented the successful Spring Hill Pay by App trial removing 21 parking meters and converting signage. Planning is underway to permanently implement this trial.

• Implemented the Kerbside Asset Information System to better manage parking signs and lines, provide real time data and assist with parking data strategy and asset lifecycle management.

Delivered 1,800 minor road modifications including signs and line markings

Delivered 27 Automated Flooded Road Warning Systems to enhance motorist awareness of flooded road conditions

Issued 24,741 digital parking permits to Brisbane residents and businesses and 268 commercial vehicle permits to customers

CLEAN, GREEN AND SUSTAINABLE CITY

Through partnership, advocacy, direct action and intervention, this program leads Brisbane to be a clean, green and sustainable city now and for future generations

Medium-term (5 year) highlights

Achieved 7 years as a carbon neutral organisation

Increased community participation in Council environmental programs and education activities engaging with more than 40,000 community participants each year in the Visitor Services, Schools and Volunteer programs

Maintained 10,043 ha of natural areas managed by Council, increasing by 282 ha since 2018–19

Performance – key results and achievements

• Distributed more than $300,000 to 64 recipients via the Lord Mayor’s Community Sustainability and Environmental Grants.

• Empowered more than 8,000 volunteers and partners to deliver bushland and waterway improvements through Council’s Community Conservation Partnerships program, resulting in 3,635 ha of bushland and waterways being retained or restored.

• Welcomed more than 160,000 visitors to Brisbane’s 3 environment centres – Karawatha Forest, Downfall Creek and Boondall Wetlands – engaging with more than 80 volunteers and community ambassadors for Brisbane’s environment.

• Hosted more than 70 students from more than 30 schools to participate in the Lord Mayor’s Young Environmental Leadership Network, which engages and supports schools to be cleaner and greener.

• Launched the updated Flood Information Online, which provides a user‑friendly experience for all customers, including clearer explanations and a contemporary user interface.

• Acquired and protected more than 88 ha of significant habitat through the Bushland Acquisition program.

• Planted more than 89,000 plants across 79.45 ha under the Environmental Offsets program.

• Harvested more than 180,000 stems through the Koala Fodder Plantation, generating more than 1,800 meals for koalas in care.

• Managed more than 10,043 ha of natural areas and Council land to reduce the impact of weeds through the Wipe Out Weeds program.

• Continued to ensure Moreton Island remains cane toad free with the deployment of detection dogs during January and April 2023.

• Established a highly successful trail care program to support the proper management and care of mountain bike trails at Mt Coot‑tha, repairing 6 km of trails, holding 56 trail‑care events and engaging more than 125 volunteers in trail care activities.

• Progressed work on Victoria Park including:

» releasing the Victoria Park / Barrambin Master Plan, with the draft plan supported by 78% of the community following citywide engagement

» upgrading the park with outdoor furniture and shelters.

• Delivered 4 scooter tracks at Paul Conti Park, Hemmant; Kathleen Street Park, Richlands; Wittonga Park, The Gap and Shaftesbury Street Park, Tarragindi.

• Delivered 3 new ninja courses at Whites Hill Reserve, Holland Park; Teralba Park, Everton Park and Doulton Street Park, Calamvale.

• Installed shade sails at 50 playgrounds.

• Continued to deliver park enhancements and upgrades including:

» Bradbury Park, Kedron – new play space for older children, car park, amenities, pathways and picnic facilities

» Colmslie Beach Reserve, Colmslie – new playground facilities, pathways, landscaping and learn to ride tracks

» D.M. Henderson Park, MacGregor – new mountain bike obstacle course

» Fernwood Place Park, Taigum – new playground

» Kitchener Park, Wynnum – playground upgrade.

• Completed construction of the new Bonsai House at Brisbane Botanic Gardens Mt Coot‑tha.

• Completed the Downfall Creek Restoration project at 7th Brigade Park, Chermside to improve waterway health, enhance the stability of the creek, improve instream habitat and natural visual amenity within the creek. The project was a co‑funded partnership between Council, the Port of Brisbane and the Council of Mayors (SEQ) Resilient Rivers initiative.

ENVIRONMENTAL OFFSETS RESTORATION

The Environmental Offsets program commenced in 2015–16 and since then Council has delivered and established more than 397 ha of koala and vegetation offset restoration works at 61 sites across the city, with more than 350,000 stems planted.

• Progressed the $100 million Oxley Creek Transformation project with the official opening of the Archerfield Wetlands Discovery Trail.

• Assisted 17 Brisbane households through Council’s Flood Resilient Suburbs – Homes program, in partnership with Brisbane Sustainability Agency, to help residents prepare for and recover from overland flow flooding events.

• The Flood Resilient Suburbs program has expanded, now providing tailored advice and recommendations to apartment building managers through the Apartments program (78 apartment buildings registered to receive a flood resilience assessment). A new Business Resilience program provided local businesses with advice and guidance for greater flood resilience, through either a building resilience assessment (94 businesses registered) or business flood continuity plan (71 businesses registered) prepared by qualified experts.

• Acquired 119 flood impacted properties under the Voluntary Home Buy Back program, initiated through the Queensland and Australian governments Resilient Homes Fund.

• Delivered drainage construction and rehabilitation works at 44 locations across the city.

In partnership with Brisbane Sustainability Agency, delivered the Green Heart Fair with more than 18,000 members of the community in attendance

Installed shade sails at 50 playgrounds

Released the Victoria Park / Barrambin Master Plan

FUTURE BRISBANE

The Future Brisbane program provides planning and growth management to ensure our city continues to be prosperous and well‑designed, with a distinctive subtropical character. The program responds to the region’s local context, including our outdoor lifestyle and climate, to build resilience and ensure Brisbane continues to be a great place to work, live and relax.

Medium-term (5 year) highlights

Assessed an average of 3,524 development applications per year

Delivered more than 1,072 temporary and permanent artworks across the city since 2018–19

Held an average of 27 Talk to a Planner events per year since 2018–19

Performance

key results and achievements

• Delivered new strategies to plan for our growing city:

» Brisbane: Our Productive City – Council’s industrial strategy to guide the renewal of industrial areas into high‑value, well‑designed places

» Brisbane’s Sustainable Growth Strategy – Council’s housing and homelessness strategy to facilitate housing supply, diversity and choice.

• Progressed 4 neighbourhood plans:

» Eight Mile Plains Gateway Neighbourhood Plan – adopted

» Sandgate District Neighbourhood Plan – adopted

» Bridgeman Downs Neighbourhood Plan – preparing for adoption

» Nathan, Salisbury, Moorooka Neighbourhood Plan – preparing for community engagement.

• Launched Council's Suburban Renewal Precincts program to meet the demand for new homes, support economic growth and create vibrant mixed‑use communities.

• Commenced initial community engagement for the Colmslie Precinct Plan, an industrial renewal location identified in Brisbane: Our Productive City

• Continued to ensure Brisbane City Plan 2014 remains effective and up‑to‑date by progressing 6 amendment packages and finalising versions 25 and 26.

• Progressed the Rebuild and Recover: Flood Resilience Action Plan 2022 land use and planning actions to enable building back better and improved flood resilience.

• Commenced Council’s input into the Queensland Government’s review of the South East Queensland Regional Plan.

• Provided advice to customers and industry on a broad range of planning topics, including:

» conducting 723 prelodgement meetings

» responding to 769 heritage enquiries

» responding to 16,912 phone enquiries on topics including subdivision, home businesses, secondary dwellings and properties flagged with a flood overlay

» hosting Talk to a Planner events for 142 attendees

» hosting 3 Planning and Development industry forums.

• Prepared a new Local heritage place trail in Shorncliffe, a refreshed trail in Sandgate and commenced a new river‑based trail.

• Maintained a compliant infrastructure charges framework, collected $82.4 million in infrastructure charges revenue and provided $367.1 million of trunk infrastructure for community facilities, parks, transport and stormwater networks.

• Completed Village Precinct Projects at Coorparoo, Camp Hill, Upper Mt Gravatt and Boondall.

• Progressed the Nundah Village Creative Lighting project.

• Continued the Outdoor Gallery program, showcasing 2 major exhibitions comprising of 87 artworks.

• Delivered Botanica: Contemporary Art Outside at the City Botanic Gardens, showcasing a diverse public program with 10 artwork installations, activations, workshops and tours and attracting more than 110,000 people.

• Delivered the Artforce Brisbane program with 92 traffic signal boxes and transformers painted.

• Maintained Council’s significant public art collection including 11 minor artwork restorations.

PLUMBING INSPECTIONS COMPLETED

The number of plumbing inspections has stabilised following previous fluctuations as a result of legislative changes and coronavirus restrictions.

• Continued sponsorship of the Brisbane Street Art Festival, including 3 sites at Dock Street, South Bank; Winstanley Street underpass, Carindale and Little Street, Fortitude Valley.

• Launched the Brisbane Green Factor interactive web tool, providing practitioners with a methodology to assess the quality of proposed green infrastructure in new developments.

• Provided guidance and advice to applications on the Brisbane Green Building Incentive policy.

• Assessed and granted 131 Heritage Exemption Certificates.

• Provided high quality assessment services to 3,714 development applications.

• Continued to provide effective development regulation including completion of:

» 3,355 referral agency requests (building work)

» 858 planning and development certificates

» 1,395 operational work and compliance assessment applications

» 2,277 audit inspections.

Development applications lodged

Progressed 12 City Plan amendments including adoption of 3 neighbourhood plans

Provided $367.1 million of trunk infrastructure for community facilities, parks, transport and stormwater networks

Reviewed 26 Local heritage place nominations

LIFESTYLE AND COMMUNITY SERVICES

Through the Lifestyle and Community Services program, Council will create new lifestyle and leisure opportunities to benefit all residents and visitors to our city. Brisbane will continue to be a vibrant, 24/7, liveable and inclusive city with opportunities for all residents, workers and visitors to participate and connect in cultural and recreational activities which foster inclusion and stronger communities.

Medium-term (5 year) highlights

Continued to promote not‑for‑profit organisations, community and cultural events, and awareness campaigns by lighting up Council assets, increasing by 49% since 2018–19

Delivered Council’s 27th Homeless Connect event following commencement of the program in 2006 and helping more than 20,750 people

Continued high levels of customer satisfaction with Council’s libraries above 97% since 2019

Performance – key results and achievements

• Provided a dedicated Auslan area as part of the Lord Mayor’s Christmas Carols.

• Delivered free events for 1,770 young people, as part of the Lord Mayor’s Children’s Concerts in City Hall.

• Provided funding support for 205 signature city, suburban, multicultural and sponsored festivals and events with more than 3.2 million attendees.

• Completed the Zillmere Library refurbishment.

• Hosted more than 5 million visits to Council libraries.

• Provided and managed more than 9.7 million loans and downloads from the library collection.

• Delivered more than 13,000 library programs and outreach activities in‑library, online and into communities.

• Hosted more than 19,000 attendees at the First 5 Forever children’s storytime sessions through Council’s Pop‑up Library.

• Delivered 5,402 free or low‑cost health and fitness activity sessions to more than 61,000 participants of all ages through the Active Parks program.

• Delivered the Growing Older and Living Dangerously (GOLD) and GOLD‘n’Kids programs to more than 52,000 participants.

• Provided 579 school holiday activity sessions to 3,768 young people, through the Chillout program.

• Provided funding and coaching support to help 220 community organisations implement water and energy efficiency initiatives under the Resilient Clubs Support program.

• Commenced or implemented 68% of actions from A City for Everyone: Inclusive Brisbane Plan 2019–2029

• Launched Council’s Reconciliation Action Plan and commenced or implemented 75% of the plan’s deliverables.

• Delivered Homeless Connect where more than 880 guests accessed a range of free services.

• Provided $3 million in grant funding to 7 organisations through the Pathways out of Homelessness grant.

• Provided Council owned residential properties to 8 community housing providers to supply transitional housing to 79 vulnerable individuals.

• Continued to plan and deliver a network of accessible community facilities.

• In partnership with the Queensland Government, commenced or delivered flood recovery works at impacted Council community facilities, with works completed at 16 sites.

• Completed turf remedial works and condition testing at 557 sports fields across Brisbane.

• Continued to maintain the safety and amenity of community facilities by:

» delivering building works at various facilities

» enhancing electrical, fire and building safety at 533 community facilities.

• Supported 119 community organisations under the Lord Mayor’s Better Suburbs Grants program.

• Provided support for Brisbane Powerhouse, Museum of Brisbane and SunPAC to deliver cultural experiences, attracting 706,368 attendees to these facilities.

• Hosted more than 700 civic and community events at City Hall and King George Square.

• Received more than 22,500 individual bookings for the 27 hireable community halls across the city.

• Completed the refurbishment of Zillmere Hall.

• Hosted more than 3.97 million visitors across Council’s 22 pools.

• More than 87,000 patrons attended shows in the Cosmic Skydome at Sir Thomas Brisbane Planetarium.

• More than 180,000 people attended events at Riverstage.

PLANETARIUM COSMIC SKYDOME ATTENDANCE

Attendance at Cosmic Skydome shows at Sir Thomas Brisbane Planetarium reached record levels in 2022‑23.

• More than 65,000 golfers played rounds at the St Lucia Golf Links.

• Completed construction of the new Minnippi Golf Course.

• Completed upgrades to Newmarket Olympic Pool.

• Completed flood recovery repairs to Jindalee Pool.

• Maintained and managed more than 200 ha of lawn and gardens across 12 cemeteries.

• Supported 57 community and stakeholder engagement activities and events, engaging with more than 9,000 people through face‑to‑face and online forums.

• Maintained high satisfaction ratings from customers including:

» 87% of our customers told us they did not have to follow up with Council to achieve an outcome

» 94% overall satisfaction with the service provided by Council’s Contact Centre consultants.

• Promoted 229 not‑for‑profit organisations, community and cultural events and awareness campaigns by lighting up Council assets.

Hosted more than 3.97 million visitors at Council’s 22 pools

Delivered 5,402 free or low-cost health and fitness activity sessions to more than 61,000 participants of all ages in more than 100 parks through the Active Parks program

Supported 119 community organisations under the Lord Mayor’s Better Suburbs Grants program

Planetarium Cosmic Skydome attendance

Planetarium Cosmic Skydome attendance

Financial management of our city, supporting our residents and businesses

CITY STANDARDS, COMMUNITY HEALTH AND SAFETY

Through the City Standards, Community Health and Safety program, Council delivers high‑quality maintenance standards for the city’s civil and green assets, and maintains a focus on the health, safety and amenity of Brisbane’s growing community.

Medium-term (5 year) highlights

Harnessed the power of landfill gas, generating enough to power more than 11,500 Brisbane homes, an increase of more than 60% since 2018–19

Delivered an extensive immunisation program to reduce incidence of disease by vaccinating 6,433 infants through 482 community immunisation clinics. An increase of 4.6% since 2018–19

Repaired more than 38,000 m2 of concrete footpaths, totalling more than 200,000 m2 since 2018–19

Performance – key results and achievements

• Upgraded 40,250 m2 of footpath along 1,380 suburban streets.

• Delivered 16,984 m2 of new footpaths across 103 streets under the Suburban Enhancement Fund.

• Conducted 48 repairs to existing bikeways with a total of more than 1,950 m2 of bike path maintained.

• Conducted proactive maintenance on road markings across more than 50 suburbs.

• Completed planned maintenance across approximately 102,700 m2 of road pavement and reactive maintenance across more than 94,000 potholes.

• Completed planned maintenance across approximately 522,300 m2 of unpaved roads.

• Responded to customer requests resulting in lighting improvements for 247 streets in Brisbane to deliver safer streets.

• Maintained or upgraded 161,693 gullies to ensure Brisbane’s stormwater system can support rain events.

• Cut 19,605 ha of grass across roadsides and verges.

• Completed 41,971 proactive services and 4,771 reactive works for parks.

• Serviced 2,187 parks including:

» 5,809 playground inspections, which include key park assets such as basketball courts, skate bowls, fitness nodes and BMX tracks

» 2,134 rubber impact testing of playgrounds and fitness nodes

» 1,723 inspections of public barbecues

» 2,804 inspections of park switchboards.

• Completed 43,887 tree trims and 10,905 branch collections.

• Conducted 42,252 arboricultural inspections for trims/removals across Brisbane streets.

• Planted 12,591 trees in priority suburbs (identified as low in shade cover with vulnerable population) across the city. This included approximately 800 trees planted around more than 230 bus stops.

• Inspected and assessed 11,030 park trees for trims/removals across Brisbane.

• Completed 24,175 services such as hedging, mulching and weeding across more than 2,421 individual roadside landscape sites.

• Cut 48,550 ha of grass across Council parks.

• Registered 113,092 dogs.

• Reunited 1,447 lost pets with owners and rehomed 1,688 animals through Council’s 2 animal rehoming centres in Willawong and Warra.

• Responded to 1,186 food related public health and safety complaints.

• Conducted 4,248 inspections of Brisbane food businesses, resulting in 86% of licensed food businesses being rated 3 stars and above.

• The Rapid Response Group responded to 17,452 high‑risk community complaints and incidents.

• Monitored and managed more than 2,500 ground‑based mosquito breeding sites and treated 9,040 ha of saltmarsh breeding sites through 7 aerial treatments, to reduce the risk of mosquito‑borne illnesses.

• The Taskforce Against Graffiti operated and monitored covert CCTV cameras to assist in the positive identification of prolific graffiti offenders, to support our Queensland Police Service partners.

NUMBER OF REGISTERED DOGS IN BRISBANE

With a growing pet population across the city, Council initiatives and engagement with the community have successfully maintained increasing rates of dog registration.

• Improved waste minimisation practices at the Brisbane landfill, including capturing and converting methane into renewable energy at a total of 63,641 MWh per annum, or enough to power more than 11,500 homes.

• Diverted approximately 36,000 t of green waste from landfill through Council’s fortnightly green waste recycling service. There are currently more than 134,000 households registered for the service, representing a 6.7% increase compared to 2021–22.

• Improved residents’ access to compost bins and worm farms by issuing more than 3,300 rebates to residents.

• Welcomed more than 50,000 visitors across the Geebung and Acacia Ridge Treasure Troves. Through the Treasure Troves approximately 450 t of reusable goods were diverted from landfill.

• Achieved more than 40,000 downloads of the Brisbane Bin and Recycling app, bringing the total since inception to more than 250,000. Customers accessed the app 995,000 times, which is a 10% increase compared to the previous year.

Conducted 48 repairs to existing bikeways with a total of more than 1,950 m2 of bike path maintained

Completed 41,791 proactive services and 4,771 reactive works for parks

Completed 7 aerial sprays for mosquito control totalling 9,040 ha

ECONOMIC DEVELOPMENT

Through the Economic Development program, Council is building Brisbane’s Olympic and Paralympic City reputation and economy by creating new and innovative jobs, and strengthening the city’s reputation as a global lifestyle, tourism, business, events and investment destination.

Medium-term (5 year) highlights

Lord Mayor's Women in Business Grants supported 106 local women business owners since 2021

Partnered with Brisbane Economic Development Agency (BEDA) to support both the delivery of major events generating $654 million, and business events generating $628 million in economic activity since 2018–19

Delivered and supported approximately 4,300 events and performances in the CBD and Queen Street Mall since 2018–19

Performance – key results and achievements

• Generated $863.34 million in economic activity from business, growth, trade and talent initiatives, business events and major events delivered by BEDA including:

» securing 41 new major events and 69 business events for future years

» generating $175 million in economic activity and supporting 5,388 jobs through a range of major sporting and business cultural events

» launching the MedTech Initiative

» launching 2 new destination websites

» creating the Brisbane Brief investment pitch tool

» securing $70.7 million in future economic activity that will support 488 jobs from business events.

• Delivered the 17th Lord Mayor’s Business Awards, through BEDA, with close to 300 nominations across 11 award categories.

• Provided training to 45 creators through the Maker Entrepreneurship program.

• Engaged with Brisbane business chambers and groups through the newly developed Adopt a Chamber program.

• Delivered one on one mentoring sessions to 180 businesses and 110 workshops to 3,705 attendees through the Brisbane Business Hub.

• Supported 52 local women business owners through the Women in Business Grant program.

• Engaged with more than 1,254 businesses at the Suburban Business Hub in Nundah.

• Delivered 39 capacity building training opportunities to more than 479 business owners.

• Hosted 11 Small Business Roundtable meetings.

• Launched the Growing Precincts Together program to achieve thriving suburban business precincts through promotion, activation, collaboration and engagement.

• Facilitated 58 training opportunities to small business owners in Rosalie Village, Paddington and Racecourse Road, Ascot.

• Launched the Vibrantly Vacant pilot program, enhancing the appearance of vacant shops.

• Celebrated Queen Street Mall’s 40th birthday with a program of activations and activities.

• Delivered the Queen Street Mall Albert Street amenity greening project providing bathroom amenity, substantial greenspace and public seating.

• Provided safe mall precincts through supporting a Police Beat service within Fortitude Valley.

• Supported the activation of the CBD and Fortitude Valley precincts through:

» launching 'The City' branding to align with Brisbane's new destination brand

» holding 667 events and supported 1,703 performances in the Queen Street Mall including DineBNE, ShopBNE, City Sounds and Christmas in Brisbane

» delivering markets on 187 trading days in the CBD

» holding 95 events in the Valley Malls precinct including Moon Festival, Christmas in the Valley, Lunar New Year, Brunswick Street Live and Live and Local

» developing the Colour in the City initiative to activate vacant CBD shopfronts.

• Supported the delivery of the Virtus Oceania Asia Games 2022.

• Received Silver Certification in the United Nations (UN) Habitat’s SDG Cities Global Initiative, making Brisbane the first Australian city to receive this accreditation.

OVERNIGHT DOMESTIC VISITATION EXPENDITURE IN BRISBANE

The Brisbane region’s domestic overnight visitor spend continued to improve on previous years following the impacts of the pandemic. Brisbane has the largest visitor market share and is the largest employer of tourism industry workers in Queensland.

• Delivered the Inner Spark community engagement program generating more than 1,960 ideas to help shape the future of Brisbane’s inner city.

• Released Brisbane’s Inner City Strategy

• Established the City of Brisbane Legacy Committee.

• Established Brisbane’s relationship with the World Union of Olympic Cities and Host Cities of Paris and Los Angeles.

• Hosted the Lord Mayor’s Multicultural Business Dinner and Awards, the Lord Mayor’s Lunar New Year Civic Reception, the Refugee Welcome Ceremony, 4 Lord Mayor’s Multicultural Round Table meetings and facilitated more than 60 business scholarship placements through the Lord Mayor’s Multicultural Business Scholarship program.

• Welcomed 19 international visits and delegations, and 51 courtesy calls and meetings with visiting dignitaries.

• Successfully matched Brisbane businesses with 10 interns as part of the 2023 International Internship program.

BEDA generated $617.64 million in economic activity from business growth and trade programs, creating 754 new jobs and supporting 2,778 jobs

Delivered 180 one-on-one mentoring sessions and 110 workshops to 3,705 business attendees at the Brisbane Business Hub

BEDA delivered the First Nations Relationship Building program, in partnership with 18 First Nations businesses and 77 industry and government organisations

Overnight visitation expenditure in Brisbane

CITY GOVERNANCE

Council provides strong leadership and governance for the city. Our organisation is well managed, innovative and financially sustainable, supported by a future focused workforce, committed to delivering effective, efficient and valued services to the community.

Medium-term (5 year) highlights

Remained financially sustainable for the 10th consecutive year, with a strong credit rating and neutral outlook

Supported employees and leaders to complete 235,408 online and face‑to‑face training courses since 2018–19

Invested more than $5.6 billion with local businesses since 2018–19

Performance – key results and achievements

• Hosted 162 civic events and welcomed more than 8,500 new citizens and their dependents.

• Honoured significant dates such as National Sorry Day and National Australian Flag Day.

• Focused BrisBetter activity on promoting free off‑peak seniors travel, Victoria Park, shade in playgrounds, free and low‑cost events and more.

• Rated positively by 83% of residents in relation to how well Council is keeping the community informed of its programs, plans, events and activities.

• Grew customer engagement through Council’s digital channels, with more than 7.75 million visitors to Council’s website and a 7% increase in Council's social media following.

• Sponsored 116 events, organisations and community initiatives including OzHarvest, Brisbane Transport Museum, Queensland Music Awards and the Brisbane Domestic and Family Violence Forum.

• Delivered 3 Super Sandbag Weekends, which encouraged residents to prepare for the storm season.

• Responded to 433 storm related tasks and 70 agency support requests by more than 590 volunteer members from Brisbane City State Emergency Service Unit.

• Increased subscribers to the Brisbane Severe Weather Alert (BSWA) through successful community engagement, with 36% of households now subscribed.

• Expanded Council’s Creek Flood Alert program and released the Emergency Dashboard, providing 24/7 mapping of current incidents and disaster events in real‑time.

• Delivered community engagement programs including 48 workshops for our Culturally and Linguistically Diverse communities in partnership with Red Cross, Tzu Chi and Ethnic Communities Council Queensland.

• Completed 76 of the recommendations in the 2022 Brisbane Flood Review (de Jersey) and the Flood Review Action Plan.

• Reduced anticipated borrowings in 2022–23 by $176 million through further treasury optimisation, a reduction of net debt per capita of $166.

• Facilitated 164 successful grant applications, securing $318 million in external funding for Council projects (including flood recovery grants).

• Implemented rating for transitory accommodation, ensuring that owners letting their properties through short‑term accommodation websites are rated appropriately.

• Provided 262,000 owner‑occupier rate payers with a $60 on‑time payment discount.

• Supported 50,000 pensioners through provision of rates rebates valued at $26.7 million.

• Provided rates support to 329 not‑for‑profit organisations through partial rebates valued at $1.4 million.

• Raised more than $189,000 in charitable donations to the Lord Mayor’s Charitable Trust via the rates payment process.

• Provided additional rates relief to the worst impacted property owners as a result of the 2022 severe rain and flood event through a $1,000 uninhabitable residence rebate.

• Lodged more than 50,000 records, photos, timesheets and invoices to the Queensland Reconstruction Authority in relation to the 2022 severe rain and flood event.

• Standardised security alarms, access control and CCTV across Council to minimise the risk of unauthorised access to Council assets.

• Engaged more than 330 participants across Council employment pathways programs, including the Elite Athlete Career Pathway program.

SOCIAL PROCUREMENT SPEND

Council continues to meet the target for social procurement spending to generate positive social benefits or outcomes.

• Implemented the refreshed Zero Harm Strategy 2022–2026

• Supported employees experiencing domestic and family violence.

• Delivered more than 124,000 payments worth $1.33 billion through Council’s faster payment terms for 3,400 suppliers.

• Managed supply chain and legislative impacts relating to the 2022 severe rain and flood event, high inflation and global economic pressures.

• Continued investment and implementation of digital technologies to make it easier for customers to interact with Council and our services.

• Enhanced cyber security defences to reduce the risk of malicious activity impacting information and systems.

• Collaborated across Council to set the direction for how digital technologies will enhance our services and optimise our operations.

Delivered a new recruitment and career management platform (LiveHire) attracting more than 22,000 people into Council's talent community

More than 86% of procurement spend with local suppliers, worth more than $1.5 billion

Delivered efficiencies through the System and Process Modernisation (SPM) initiative, enabling Council to work smarter and redirect resources to more valuable activities

CITY PARKING

City Parking’s objective is to meet customer needs and contribute to both liveability and economic outcomes by delivering accessible and reliable parking services.

Medium-term (5 year) highlight

Increased use of electric vehicle charging stations in off‑street car parks by 157% since 2018–19

Annual operations report

Key results

• Provided parking for 622,769 vehicles at King George Square and Wickham Terrace car parks.

• Provided free electric vehicle charging for 4,992 vehicles at King George Square car park charging stations.

• Across both Council car parks:

» 131,988 vehicles used the evening discount parking rates

» 6,345 motorcycles used the motorcycle special parking rates

» 149,973 vehicles used the weekend discount parking rates

» 46,267 vehicles used the early bird discount parking rates

» 22,645 vehicles used the up to 15 minutes free parking rates.

Financial and non-financial targets

City Parking monitors the rates of parking bay use across both off‑street facilities to inform financial and non‑financial performance.

• Recorded an average of 2.3 vehicles per bay per day in King George Square car park.

• Recorded an average of 0.9 vehicles per bay per day in Wickham Terrace car park.

Notional capital structure and surpluses

City Parking’s notional capital structure is by way of equity funding from Council. Surpluses are treated in accordance with Council’s dividend policy for business units after the application of the requirements of the Tax Equivalent Regime (TER) with any TER income tax remitted to Council.

Major investments

There were no major investments in 2022–23.

Service quality

City Parking provides accessible, reliable and competitive services.

Key results

• Continued to offer discounted weekend, evening and early bird rates providing affordable, reliable parking to support local businesses and economy.

• Provided comprehensive ongoing maintenance programs to ensure both car parks are well maintained, safe and reliable.

• Observed growing use of electric vehicle charging stations supported by previous years’ investment in charging infrastructure.

• Installed new modern car parking hardware such as entry and exit boom gates, automated pay machines and licence plate recognition cameras and software to provide competitive services, ease of access and reliability of parking systems.

• Continued to partner with third party vendors to enhance the customer experience.

VEHICLES UTILISING FREE ELECTRIC VEHICLE CHARGING STATIONS

Council continues to support the use of clean, green energy by offering free electric vehicle charging infrastructure at King George Square car park.

Other reportable information

There were no changes to the annual operational plan in 2022–23 and Council did not provide any directions to City Parking that would alter the operations of the business unit.

Vehicles utilising the free electronic vehicle charging stations at

Provided parking for 622,769 vehicles at King George Square and Wickham Terrace car parks

Vehicles utilising the free electronic vehicle charging stations at King

Installed new modern car parking hardware in both King George Square and Wickham Terrace car parks

149,973 vehicles utilised weekend discount parking rates

George Square

Vehicles utilising the free electronic vehicle charging stations at King George Square car park

TRANSPORT FOR BRISBANE

Transport for Brisbane is Brisbane's major provider of public transport with the objective to provide frequent, reliable and safe services, more often, and at the most comfortable standard possible for our passengers. As one of the largest bus operators in Australia, the business also runs CityCat and ferry services, Personalised Public Transport and active transport through e‑mobility services like e‑scooters and e‑bikes.

Medium-term (5 year) highlights

Facilitated the increase of shared e‑mobility device usage in Brisbane through third party contracting, from 1.3 million trips in 2018–19 to 3.6 million in 2022–23

Continued to deliver and improve upon our high‑quality, customer focused service, with bus services increasing from 3 million in 2017–18 to 3.2 million in 2022–23

Annual operations report

Key results

• Transported more than 67 million passengers on bus, ferry and Personalised Public Transport (PPT) services.

• Reported bus patronage growth of 39% from 2021–22.

• Provided services to 766,225 patrons attending sporting and cultural events around the city.

• Performed detailed analysis and assessment of community feedback to inform the design of Brisbane’s New Bus Network.

• Managed changes to the bus network during Brisbane Metro construction to ensure bus operations were maintained.

• Launched the South Brisbane Loop bus service trial to assist customers moving safely around Brisbane Metro construction zones.

• Designed and implemented an extension of bus services to the Pallara region to enhance public transport amenity for local residents.

• Reported ferry patronage increase of 55% from 2021–22.

• Implemented the re‑introduction of ferry services on the Brisbane River following service disruption caused by the 2022 severe rain and flood event.

• Reported shared e‑mobility trip growth of 11% in 2022–23.

• Commenced a shared e‑mobility trial at Bulimba and Hawthorne to complement connectivity to ferry services, transporting more than 36,000 passengers.

• Initiated a First and Last Mile shared e‑mobility trial transporting more than 45,000 passengers along future Brisbane Metro busway stations at Buranda, Greenslopes and Holland Park West, encouraging residents to consider using e‑mobility for their journey to or from the busway stations.

Financial and non-financial targets

• Achieved a mean of 7.2 customer satisfaction with bus services against a target of 6.5.

• Achieved a mean of 7.5 customer satisfaction with CityCat and ferry services against a target of 7.

Notional capital structure and surpluses

Transport for Brisbane’s notional capital structure is by way of equity funding from Council. Surpluses are treated in accordance with Council's dividend policy for business units after the application of the requirements of the Tax Equivalents Regime (TER) with any TER income tax remitted to Council.

Major investments

There were no major investments in 2022‑23.

Service quality

Transport for Brisbane provides exceptional responsive customer service with a commitment to zero harm. The organisation strives to be a consistently high performing transport provider through a culture that is positive, professional and performance driven.

Key results

• 922 participants attended Driver Safety and Inclusion refresher training. The focus of this training course is on reducing the psychological harm that passenger hostility has on the wellbeing of drivers, contributing to Council's Zero Harm commitment.

• Achieved an average Translink customer satisfaction index of 4.29 out of a possible rating of 5.00 for buses.

• Achieved an average Translink customer satisfaction index of 4.74 out of a possible rating of 5.00 for ferries.

BUS OPERATOR TRAINEE HIRE

Council’s bus operator traineeship program provides employment opportunities and skills in demand training, essential for delivering our high‑quality public transport service.

Other reportable information

There were no changes to the annual operational plan in 2022‑23 and Council did not provide any directions to Transport for Brisbane that would alter the operations of the business unit.

Transported more than 67 million passengers on bus, ferry and Personalised Public Transport services

Reported shared e-mobility trip growth of 11% in 2022-23

Provided services to 766,225 patrons attending sporting and cultural events around the city

Bus Operator Trainee hire

Bus Operator Trainee hire

5 CORPORATE GOVERNANCE

› CORPORATE GOVERNANCE

› CODE OF CONDUCT

› RISK MANAGEMENT

› INTERNAL AUDIT

› ETHICAL CONDUCT

› SECURITY

› BRISBANE CITY COUNCIL AUDIT COMMITTEE

› QUEENSLAND AUDIT OFFICE

› COMPLAINTS MANAGEMENT

› RIGHT TO INFORMATION AND INFORMATION PRIVACY ACCESS REQUESTS

› NATIONAL COMPETITION POLICY

CORPORATE GOVERNANCE

Council recognises transparent, accessible and timely reporting as a key element of good governance. Council also plans and discloses particular matters through key mechanisms of corporate governance including the Corporate Plan, Annual Plan and Budget and the Annual Report in accordance with the City of Brisbane Act 2010 (the Act) and the City of Brisbane Regulation 2012 (the Regulation).

Code of Conduct

In accordance with the Public Sector Ethics Act 1994, Council’s Code of Conduct was refreshed in 2023.

The Code of Conduct includes the Queensland Public Sector ethics principles and values for public sector entities and public officials. It is available to all employees on Council’s intranet and in hard copy on request.

Council employees are supplied with a copy of the Code of Conduct with their letter of offer and terms and conditions of employment. As part of the induction process, employees receive initial training and education in ethics principles and values for public officials, as well as their obligations under the Code of Conduct.

Ongoing training is provided via an online Code of Conduct training module and face to face sessions are provided on request by work areas or in response to an identified need. Employees are required to undertake compulsory Code of Conduct refresher training every 2 years.

Council’s Code of Conduct is available for inspection and download by members of the public on Council’s website.

Council’s administration procedures and management practices are prepared by officers having proper regard to the Public Sector Ethics Act 1994, the ethics obligations of public officials and the Code of Conduct.

Risk management

Council has established a risk management framework that supports the consistent and transparent identification, management and monitoring of risks. Policies, procedures and other tools provide instruction on how risk management is performed across Council.

Council’s risk management framework is based on International Standard ISO 31000:2018.

Council regularly reviews and updates its risk management framework.

Council’s corporate risk profile identifies risks that may impact Council’s ability to deliver its key strategic or service delivery objectives. The corporate risk profile is regularly reviewed by the Corporate Risk Management Committee.

Each Council division has established division and branch level risk profiles that enable the identification, management and monitoring of risks that may affect that area’s ability to deliver services and/or achieve objectives. Risk profiles have also been established for specific operational areas including, but not limited to, safety and program or project risks.

Council’s risk management practices contribute to the city’s liveability and sustainability by avoiding, mitigating and managing risks that may affect the community and visitors.

Effective risk management practices also contribute to the city’s economic growth by aiding the successful delivery of major infrastructure projects.

Internal audit

Assurance Services delivers Council’s internal audit function. It provides an independent appraisal function to all levels of management within Council for the review of systems of control and the quality of the performance of these systems. Reviews provide independent assurance and advice to managers so that Council’s policies, operations, systems and procedures meet appropriate standards of effectiveness, efficiency, propriety and compliance with relevant internal policies, regulatory requirements and good business practice, while adequately recognising and managing risk.

Assurance Services operates in accordance with the Brisbane City Council Internal Audit Charter, which was endorsed by Council's Audit Committee in November 2022 in accordance with the Act and the Regulation. The Internal Audit Charter authorises appropriate access to all functions, records, property and personnel within Council, as well as direct access to the Audit Committee Chair and independent Members of the Brisbane City Council Audit Committee.

Internal Audit applies a risk‑based approach to strategic planning, assignment planning, fieldwork and reporting, and works closely with the corporate risk management function to ensure appropriate coverage across Council.

During 2022–23, Internal Audit completed 23 reviews across all divisions and provided advice to managers on a range of matters.

For 2022–23, the Chief Internal Auditor provided the CEO with an opinion on the effectiveness of Council’s system of internal control, stating:

“The reviews undertaken by Assurance Services in 2022–23 did not indicate any systemic breakdown of internal controls that would preclude management or the Audit Committee from relying on Council’s key internal controls.

From the 23 reviews undertaken by Assurance Services, a range of issues and actions were raised for which management took action to correct and mitigation strategies were implemented. In addition, the Queensland Audit Office has not raised any material control deficiencies.

Accordingly, based on the work performed by Assurance Services and other information available to me, I conclude that there is an effective system of internal control across Council’s operations.”

In accordance with international standards for the Professional Practice of Internal Auditing, an external Quality Assessment Review of Assurance Services is carried out every 5 years, with the next review scheduled in 2024.

Ethical conduct

Ethical Standards provides proactive advice and assistance to Council management on the control of fraud and corruption. The branch investigates reported or suspected instances of corrupt conduct and misconduct in Council and maintains a focus on raising awareness of Council values and fostering ethical behaviour.

Ethical Standards received a total of 518 individual matters during the period 1 July 2022 to 30 June 2023. Following assessment, 31 complaints were considered to be Crime and Corruption Commission related. Of the 518 individual matters, 336 required advice or assistance from Ethical Standards, while the remaining 151 matters were deemed to require formal investigation or action by Ethical Standards.

In 2022–23, Ethical Standards continued to work closely with Employee Relations to ensure a collaborative, proactive approach to driving Council’s ethical standards. This included the delivery of information sessions on Council’s Code of Conduct and integrity in the workplace across the organisation, while also coordinating and delivering inductions for Council executives regarding ethical behaviour.

In 2022–23, Ethical Standards continued to proactively strengthen the application of relevant Council policies and procedures through considered, holistic advice. This includes enhancing Council’s Conflict of Interest framework and providing guidance and information to assist in the development of training for new team leaders.

Security

Corporate Security provides security risk management advice, governance and support to all areas of Council, covering security strategies, planning, project delivery and staff security awareness.

Corporate Security is responsible for advising management on appropriate strategies and actions related to the security of the organisation’s physical assets and personnel. Corporate Security works alongside all other Council staff as well as the Queensland Police Service and Queensland and Australian government departments.

Corporate Security provides security design for Council facilities and major projects and is responsible for managing Council’s security‑related contracts.

In 2022–23, Corporate Security continued to undertake security risk reviews of Council sites, assist with security concerns around public events, provide security advice for Council asset projects, manage peaceful assembly applications, investigate reported security incidents and upgrade Council’s security‑related systems. These activities support the organisation to maintain a safe and secure environment for staff and the community.

Brisbane City Council Audit Committee

Council’s Audit Committee has oversight and advisory responsibilities under the Brisbane City Council Audit Committee Charter and pursuant to section 201 of the Regulation, including reviewing and providing recommendations regarding:

• the internal audit plan for the current financial year

• the internal audit progress report for the internal auditing for the preceding financial year

• a draft of Council’s financial statements for the preceding financial year before the statements are certified and given to the Queensland Auditor‑General

• the Queensland Auditor‑General’s audit report and Queensland Auditor‑General’s observations report about the Council’s financial statements for the preceding financial year.

The Audit Committee has responsibilities regarding risk management, business continuity, governance and internal control, compliance, internal audit, external audit financial statements and reporting.

The Chair of the Audit Committee is independent of Council. During 2022–23, the Audit Committee membership comprised of:

• Gail Jukes, independent Chair (previously independent Member appointed June 2020)

• Peter Scott, independent Member (appointed 1 October 2021)

• Michael Willis, independent Member (appointed 1 October 2021).

A representative of the Queensland Audit Office has a standing invitation to attend Audit Committee meetings.

In addition, the following Council officers have standing invitations to attend each Audit Committee meeting as management representatives:

• Chief Executive Officer

• Divisional Manager, City Administration and Governance

• Divisional Manager, Organisational Services

• Chief Internal Auditor, Assurance Services, City Administration and Governance

• Chief Financial Officer, Corporate Finance, Organisational Services.

The Audit Committee meets at least 4 times a year, with authority to convene additional meetings as required, to consider financial statements and annual planning matters as well as any other matters of significance to the Committee.

The Audit Committee undergoes an annual structured self‑assessment as part of its strategy for maintaining the highest standards of professional practice. In addition, the Chair of the Audit Committee submits an annual report to the Establishment and Coordination Committee (Civic Cabinet) confirming accountability against the Audit Committee Charter and including an overview of key improvements made during the reporting period.

Queensland Audit Office

The Queensland Audit Office (QAO) continued to provide independent audit services to Council during 2022–23. QAO supports the Queensland Auditor‑General in providing parliament with an independent assessment of the financial management of public sector entities.

The Auditor‑General certifies Council’s Annual Financial Statements and, in order to do so, continuously reviews and assesses the internal control environment surrounding Council’s financial practices.

QAO liaises closely with Council’s Corporate Finance and Assurance Services and provides advice to Council’s Audit Committee.

Complaints management

More than 1.23 million contacts were made with Council over the course of the 2022–23 financial year. Of these, a small proportion may be classified as complaints about roads, footpaths, neighbourhood issues, transport timetables, library hours, infringement notices and similar, or the performance of Council in addressing such complaints.

Council is committed to managing customer feedback and ensuring all complaints are dealt with in the most effective and efficient manner. Council has developed processes for dealing with complaints in key areas which, together with the complaints management policy, form Council’s complaints management framework. Council deals with complaints at the local level where possible and in some cases, provides an avenue for independent review.

Council’s complaints management policy does not preclude customers approaching any of Council’s political representatives directly with a complaint, or with any other kind of feedback. Council’s customers may also, at any time, refer their matter of concern to an external agency, such as the Queensland Ombudsman or the Crime and Corruption Commission.

Under the Human Rights Act 2019 (the HR Act), Council also has responsibilities to ensure human rights are considered when delivering services, making decisions and developing policies. The HR Act outlines 23 human rights including right to life, property rights, privacy and reputational rights, cultural rights and the right to freedom of expression.

A copy of the complaints management policy is available on Council’s website brisbane.qld.gov.au

Administrative action complaints

Council has developed a procedure for dealing with and resolving administrative action complaints. A copy of this procedure is available on Council’s website brisbane.qld.gov.au This not only ensures consistency and fairness in assessing and resolving complaints about administrative actions, but also enhances the community’s confidence in Council’s complaint handling process.

Section 179 of the Regulation requires Council to report on its performance in resolving administrative action complaints.

At the start of the 2022–23 financial year, 613 administrative action complaints were carried over from the previous year. Of these, 3 remain open at the end of 2022–23.

A total of 2,723 administrative action complaints were received during the 2022–23 financial year. Of the combined figure of 3,336 there were 2,652 administrative action complaints that were resolved during the financial year. Of the above, 684 complaints are still to be resolved.

Office of the Disputes Commissioner

The Office of the Disputes Commissioner is an independent office within Council that reviews second‑stage appeals about infringement notices issued by Council and is responsible for ensuring fair outcomes without the need for appeals to progress to court.

The Office of the Disputes Commissioner also contributes to the improvement of Council services by identifying systemic issues and making recommendations to the relevant areas of the organisation.

The Office of the Disputes Commissioner can waive or uphold infringement notices regarding:

• parking

• malls

• animals

• pools

• signage

• environment

• vegetation

• water.

During 2022–23, 2,440 appeals were lodged with the Office of the Disputes Commissioner. A total of 2,315 appeals were processed within the 2022–23 financial year, including appeals carried over from 2021–22.

There are 16 appeals to be carried forward to 2023–24.

Right to Information and Information Privacy access requests

Processing of Right to Information (RTI) and Information Privacy (IP) access applications is prescribed by the Right to Information Act 2009, the Right to Information Regulation 2009 and/or the Information Privacy Act 2009 and the Information Privacy Regulation 2009.

In the 2022–23 financial year, Council received 529 RTI and IP access applications.

The estimated salary cost for processing these applications was $784,510. This includes $772,673 in labour costs for RTI unit employees, plus $11,837 for other officers throughout Council who have searched for and provided documents.

National Competition Policy

In April 1995, the Australian Government and all states and territories agreed to the implementation of a National Competition Policy (NCP). The NCP represents a commitment from governments to reduce restrictions to competition to enhance the overall efficiency of Australia’s economic performance. At the local government level, the underlying philosophy is to improve service delivery efficiency and reduce costs to both government and the community through competitive neutrality, while removing any competitive advantage enjoyed by Council purely due to its nature.

Business activities identified as significant under thresholds set by legislation need to be either commercialised or have full cost pricing applied to them, under the NCP principles.

In addition, Council must decide by resolution each financial year whether or not to apply the code of competitive conduct to a prescribed business activity.

Competitive neutrality complaints

Complaints may be made only about business activities to which competitive neutrality principles apply, such as where business activities have been subjected to corporatisation, commercialisation, full‑cost pricing or the Code of Competitive Conduct. Only competitors or prospective competitors may make complaints.

Under the Regulation, complaints may be made in writing to Council or to the competition authority. If Council receives a complaint, it must pass the complaint on to the competition authority. The competition authority must investigate and report on the complaint. The report must be given to Council, and Council must decide by resolution whether to implement the recommendations in the competition authority’s report.

Council is not aware of any competitive neutrality complaints received in 2022–23.

Annual review of business activities

Each year, Council is required to identify new significant business activities which may be subject to the NCP, undertake public benefit assessments and consider the application of competitive neutrality principles.

As required under the Act, an annual review of Council’s larger business activities was conducted. No new significant business activities were identified for the financial year.

Council did not apply the Code of Competitive Conduct to any additional smaller business activities by resolution in 2022–23.

Annual resolution

After its review, Council resolved to apply the following.

• Commercialisation to two significant business activities:

» Transport for Brisbane

» City Parking.

• Full‑cost pricing to these significant business activities:

» Waste and Resource Recovery Services

» Civil Construction and Maintenance Operations

» Public Space Operations

» Brisbane City Cemeteries.

• Code of Competitive Conduct to these business activities:

» City Projects Office

» Golf courses

» Riverstage

» Asset Portfolio Management.

Significant business activities and application of competitive neutrality principle

Council’s Annual Financial Statements for 2022–23 contain details in relation to Council’s significant business activities and the application of the competitive neutrality principle.

Tax equivalents

Transport for Brisbane and City Parking completed returns under the State Tax Equivalents regime as commercialised business activities of Council.

6 DISCLOSURES

› DISCLOSURES

› COUNCILLOR REMUNERATION

› COUNCILLOR EXPENSES

› COUNCILLOR ATTENDANCE

› COUNCILLOR CONDUCT

› COUNCILLOR ADVISORS

› EXECUTIVE REMUNERATION

› OVERSEAS TRAVEL

› REGISTERS KEPT BY COUNCIL

› GRANTS TO COMMUNITY ORGANISATIONS

› LORD MAYOR'S COMMUNITY FUND

DISCLOSURES

Councillor remuneration

Council has adopted a Councillor Remuneration Policy in accordance with sections 230–235 of the City of Brisbane Regulation 2012. Under the policy, Councillor remuneration is determined by the Independent Councillor Remuneration Tribunal (the Tribunal). Every 4 years, the Tribunal reviews Councillor remuneration and sets a base salary payable to all Councillors with differential rates of salary awarded to different classes of office. Council adopts annual percentage movements between the review periods as set out by the Queensland Independent Remuneration Tribunal.

As at 30 June 2023, the base rate of salary for Councillors is $168,259. The key positions with differentiated rates of salary are the Lord Mayor receiving 165%, the Deputy Mayor receiving 130%, the Chair of Council and Civic Cabinet Chairs receiving 125% and the Leader of the Opposition receiving 110% of the base salary.

Superannuation contributions for Councillors must at least meet prevailing federal superannuation guarantee legislation, set at 10.5% in 2022–23. Council provides an additional contribution of 1.5%, bringing the total rate of Councillor superannuation to 12%.

Certain Councillors receive an Expense of Office allowance.

• The Lord Mayor receives an Expense of Office allowance of $99,767.

• The Deputy Mayor, Chair of Council, Civic Cabinet Chairs and the Leader of the Opposition each receive an Expense of Office allowance of $20,320.

* Total remuneration includes any travel allowances paid during 2022–23.

1 Councillor Lucy Collier was appointed as Councillor for Morningside Ward on 2 May 2023.

2 Councillor Kara Cook resigned as Councillor for Morningside Ward on 2 April 2023.

3 Councillor Peter Cumming resigned as Councillor for Wynnum Manly Ward on 12 May 2023.

Total remuneration 2022–23

* Total remuneration includes any travel allowances paid during 2022 23.

4 Councillor Clare Jenkinson was appointed as Councillor for Paddington Ward on 22 June 2023.

5 Councillor Trina Massey was appointed as Councillor for The Gabba Ward on 2 May 2023.

6 Councillor Peter Matic resigned as Councillor for Paddington Ward on 16 June 2023.

7 Councillor Jonathan Sriranganathan resigned as Councillor for The Gabba Ward on 23 April 2023.

8 Councillor Steven Toomey acted as Civic Cabinet Chair for City Standards until 31 July 2022 whilst Councillor Kim Marx was on leave from the Civic Cabinet Chair position.

9 Councillor Sara Whitmee was appointed as Councillor for Wynnum Manly Ward on 23 May 2023.

Councillor expenses

Council has adopted an Expenses Reimbursement Policy for Councillors in accordance with section 237 of the Regulation.

Council’s policy considers the needs of Councillors to be equipped with adequate and appropriate facilities to enable them to represent their ward and the City of Brisbane. Additionally, Council’s policy recognises that Councillors should not be financially disadvantaged when carrying out the requirements of their role and should be fairly and reasonably reimbursed in accordance with statutory requirements and community expectations. Any party political activities undertaken by Councillors will not be reimbursed.

The following table outlines the total expenses incurred by Councillors under the policy between 1 July 2022 and 30 June 2023. This includes expenses from an allocated ward office budget, travel, professional development and Council business‑related home and mobile telephony and data costs.

Ward Councillor

Total expenses

Lord Mayor Adrian Schrinner $188,280.00

Bracken Ridge Sandy Landers $76,899.44

Calamvale Angela Owen $78,886.93

Central Vicki Howard $88,541.06 Chandler Ryan Murphy $74,875.61

Coorparoo Fiona Cunningham $78,148.17

Deagon Jared Cassidy $78,264.36

Doboy Lisa Atwood $77,000.41

Enoggera Andrew Wines $77,998.33

Forest Lake Charles Strunk $78,559.66

Hamilton David McLachlan $67,488.69

Holland Park Krista Adams $73,853.78

Jamboree Sarah Hutton $75,615.41

MacGregor Steven Huang $75,401.92

Marchant Fiona Hammond $77,083.21

McDowall Tracy Davis $72,038.86

Moorooka Steve Griffiths $76,229.00

Morningside Kara Cook $70,558.56

Morningside Lucy Collier $6,480.91

Northgate Adam Allan $78,790.03

Paddington Peter Matic

Paddington Clare Jenkinson nil

Pullenvale Greg Adermann $75,774.98

Runcorn Kim Marx $78,711.64

Tennyson Nicole Johnston $76,054.64

The Gabba Jonathan Sriranganathan $55,500.03

The Gabba Trina Massey $28,189.09

The Gap Steven Toomey $74,370.11

Walter Taylor James Mackay $81,370.99

Wynnum Manly Peter Cumming $62,601.16

Wynnum Manly Sara Whitmee $12,982.13

Total expenses incurred by each Councillor during 2022–23

Facilities

Councillors are provided with an appropriately equipped ward office distinct from their residence, in which to conduct their work on behalf of Council and their constituents. Standard equipment is provided for each office. In addition, Council provides an area close to the Council Chamber in City Hall for use by all Councillors. Council also provides Civic Cabinet Chairs’ offices, a Leader of the Opposition office, a Deputy Mayor office and a suite of rooms for the Lord Mayor.

Motor vehicle

Councillors are provided with or entitled to the use of a fully maintained Council vehicle with a total dollar value of up to and including:

• Lord Mayor – $72,000

• Leader of the Opposition and Civic Cabinet Chairs – $50,000

• other Councillors – $44,000.

Councillor attendance

Council meetings include Ordinary Council Meetings, Special Council Meetings and meetings of Council’s Standing Committees. More information on Council’s Standing Committees and Civic Cabinet Chairs is available in section 2 (pages 15–17) of this report.

Councillor conduct

Complaints about Councillor conduct

The Local Government Act 2009 (LGA) sets out the process to be followed if Council receives a complaint, or if the Office of the Independent Assessor (OIA) refers a complaint received about the conduct or performance of a Councillor in carrying out their official duties. This process assists in providing transparency and accountability through good governance and holds Councillors accountable for upholding standards of behaviour.

A complaint about the conduct of a Councillor must be submitted to the OIA, who will assess the complaint and determine the category of the allegation. In order of least to most serious, the categories of complaint are unsuitable meeting conduct, inappropriate conduct, misconduct and then corrupt conduct. The Regulation requires Council to report on the following each financial year.

Nicole Johnston

Description of the unsuitable meeting conduct, inappropriate conduct, misconduct and corrupt conduct

The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 1 November 2022.

Summary of the decision, order or recommendation

The Chair of Council ordered the Councillor’s unsuitable meeting conduct and reprimand to be noted in the minutes of this meeting, in accordance with section 21(8) of the Meetings Local Law 2001

James Mackay

The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 1 November 2022.

The Chair of Council ordered the Councillor’s unsuitable meeting conduct and reprimand to be noted in the minutes of this meeting, in accordance with section 21(8) of the Meetings Local Law 2001

Nicole Johnston

The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 1 November 2022.

The Chair of Council ordered the Councillor’s unsuitable meeting conduct and reprimand to be noted in the minutes of this meeting, in accordance with section 21(8) of the Meetings Local Law 2001.

Jonathan Sriranganathan

It was alleged that Councillor Jonathan Sriranganathan, Councillor for The Gabba Ward, engaged in inappropriate conduct when the Councillor said he would catch a bus and not pay the bus fare and also encouraged others to do the same to protest having to pay for public transport. Further, it was alleged that the councillor video recorded and posted an account of himself and others evading a fare.

This matter was considered by the Councillor Ethics Committee (Committee). In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Sriranganathan had engaged in Inappropriate Conduct and issued an order that Councillor Sriranganathan be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

Jonathan Sriranganathan

It was alleged that Councillor Jonathan Sriranganathan, Councillor for The Gabba Ward, engaged in inappropriate conduct when the Councillor advocated for, funded and/or participated in community garden projects on Council land that had not been approved by Council as required under the Public Land and Council Assets Local Law 2014

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Sriranganathan had engaged in Inappropriate Conduct and issued an order that Councillor Sriranganathan be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

Jonathan Sriranganathan

It was alleged that Councillor Jonathan Sriranganathan, Councillor for The Gabba Ward, engaged in inappropriate conduct when the Councillor posted on his Facebook page “Jonathan Sri, Councillor for The Gabba”, a post relating to an educational policy video he was making about how many empty houses and apartments there are around the inner‑south side.

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Sriranganathan had engaged in Inappropriate Conduct and issued an order that Councillor Sriranganathan be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

Councillor

Councillors for whom a decision, order or recommendation was made under sections 150I(2), 150AH(1) and 150AR(1) of the LGA were as follows.

Description of the unsuitable meeting conduct, inappropriate conduct, misconduct and corrupt conduct

It was alleged that Councillor Jonathan Sriranganathan, Councillor for The Gabba Ward, engaged in inappropriate conduct when the Councillor failed to moderate offensive and insulting language on his Facebook page ‘Jonathan Sri, Councillor for The Gabba’ and when Councillor Sriranganathan resorted to contemptuous language when responding to comments posted on his Facebook page.

It was alleged that Councillor Peter Cumming, Councillor for Wynnum Manly Ward, engaged in inappropriate conduct when the Councillor made inappropriate comments to another Councillor during a meeting of South East Queensland Mayors and Councillors.

It was alleged that Councillor Nicole Johnston, Councillor for Tennyson Ward, engaged in inappropriate conduct after receiving 3 or more orders made against her within a period of 12 months in accordance with section 21(9) of the Meetings Local Law 2001 in relation to her conduct during meetings of the local government on 27 October 2020, 17 November 2020 and 2 February 2021.

It was alleged that Councillor Ryan Murphy, Councillor for Chandler Ward, engaged in inappropriate conduct when the Councillor issued a direction by email to a Council employee.

Summary of the decision, order or recommendation

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Sriranganathan had engaged in Inappropriate Conduct and issued an order that Councillor Sriranganathan be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Cumming had engaged in Inappropriate Conduct and issued an order that Councillor Cumming be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Johnston had engaged in Inappropriate Conduct and issued an order that Councillor Johnston be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Murphy had engaged in Inappropriate Conduct and issued an order that Councillor Murphy be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

It was alleged Councillor Steve Griffiths, Councillor for Moorooka Ward, engaged in inappropriate conduct when the Councillor behaved in an intimidatory and harassing manner towards another Councillor.

This matter was considered by the Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the LGA that Councillor Griffiths had engaged in Inappropriate Conduct and issued an order that Councillor Griffiths be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the LGA.

Councillor

Jonathan Sriranganathan

Peter Cumming

Nicole Johnston

Ryan Murphy

Steve Griffiths

Councillor advisors

Section 198 of the Act requires Council to disclose information about the appointment and remuneration of Councillor Advisors for each Councillor.

Executive remuneration

Section 198 of the Act requires Council to report the remuneration of senior management. The Act defines senior management as consisting of the Chief Executive Officer (CEO) and senior executive employees.

The below indicates the total fixed remuneration being paid to the CEO and direct report employees as defined in Council’s organisational chart. The total fixed remuneration for these 8 executive service employees for 2022–23 is $4.71 million. Total fixed remuneration for these employees represents the sum of salary and superannuation.

The below indicates the total fixed remuneration being paid to General Manager employees as defined in Council’s organisational chart. The total fixed remuneration for these 41 employees for 2022–23 is $12.9 million. The fixed remuneration for these employees represents the sum of salary and superannuation.

Overseas travel

Section 180 of the Regulation requires Council to report on any overseas travel made by a Councillor or Council employee in an official capacity during the financial year.

* Final figure expected to be reduced pending outstanding airline cost adjustments due to Cyclone Gabrielle travel disruptions.

Registers kept by Council

Section 182 of the Regulation requires Council to provide a list of registers kept by Council for the financial year. Council maintains registers in accordance with its requirements under current state legislation and regulation and local laws.

Legislative and regulatory requirements

Animal Management (Cats and Dogs) Act 2008

•

registry

Building Act 1975 and Building Regulation 2006

• Register of budget accommodation buildings for which development approval has been given and a random inspection conducted every 3 years

• Register of exemptions granted from fencing outdoor swimming pools

• Register of section 251 notices given

• Register of designated floor hazard areas

City of Brisbane Act 2010 and City of Brisbane Regulation 2012

• Reportable and material loss register

• Register of cost‑recovery fees

• Asset register

• Local laws register

• Roads map and register

• Delegations register

• Register of business activities to which the competitive neutrality principle applies

• Register of interests (maintained by the CEO) of (a) Councillors, (b) senior contract employees and (c) a person who is related to a Councillor or senior contract employee

• Register of interests (maintained by the Lord Mayor) of (a) the CEO and (b) a person who is related to the CEO

Environmental Offsets Act 2014

• Register of offset conditions

Environmental Protection Act 1994

• Section 540 Register

Biosecurity Act 2014

• Register of biosecurity orders

Local Government Regulation 2012

• Councillor Conduct Register

Planning Act 2016 and Planning Regulation 2017

• Register of designations made by Council

• Register of exemption certifications

• Adopted Infrastructure Charges register

• Private Certifier Application register

Plumbing and Drainage Act 2018 and Plumbing and Drainage Regulation 2019

• Register of greywater use and on‑site sewerage facilities

• Register of permits and inspection certificates

• Register of testable backflow prevention devices

• Register of show cause and enforcement notice

Queensland Heritage Act 1992

• Register of local heritage

Statutory Bodies Financial Arrangements Act 1982

• Register of Treasurer approvals

Sustainable Planning Act 2009 (repealed)

• Register of development applications made to Council under the repealed Sustainable Planning Act 2009

• Register of requests for compliance services under the Sustainable Planning Act 2009

Local Laws

Animals Local Law 2017

• Register of impounded animals

Meetings Local Law 2001

• Register of attendance at Council meetings

Natural Assets Local Law 2003

• Register of protected vegetation

Grants to community organisations

Council’s grant programs help fund local not‑for‑profit community groups to deliver projects and services that make Brisbane a better place to live, work and relax. In 2022–23, the Lord Mayor's Better Suburbs Grants program supported not‑for‑profit community organisations to deliver projects and activities across the city to maintain, improve and develop community facilities. Other community grant programs addressed homelessness and supported artists, historical organisations and Brisbane seniors.

The Lord Mayor's Community Sustainability and Environmental Grants program provides funding to groups and individuals across Brisbane to carry out projects that improve Brisbane's natural environment and sustainability. In 2022–23, more than $5.6 million in grants were allocated to the city’s community groups to help them build on Brisbane’s lifestyle.

Support for not‑for‑profit community organisations to deliver projects and activities across the city that respond to local community needs, improve community facilities and build organisational capacity.

Grants to improve, develop and maintain community facilities. Funding for both the planning and design, and construction phases of projects.

Funds to community organisations for projects or services that respond to the housing and social needs of homeless people in Brisbane's inner north.

Enabling new, innovative and sustainable solutions to address the growing community issue of homelessness. The first year payments for projects approved for 3 year funding were released in 2022–23.

Each Councillor is allocated $36,000 for community projects undertaken within their ward. The Lord Mayor is allocated $36,000 for community projects that involve multiple wards.

Supports senior citizen groups towards the cost of activities such as social outings and Christmas parties.

Support for artists, arts workers and producers who live and work in Brisbane, to ensure the city develops as a centre of creative activity.

Community grants (continued)

Lord Mayor’s Creative Fellowships

Historical Organisation Assistance Grant Program

Cultivating Community Gardens Grants

Native Wildlife Carers Grants

Environmental Grants

Environmental Grants provide funding to community based groups and non‑profit organisations to undertake environmental initiatives that address local or citywide community environmental issues.

Up to $10,000 for individuals.

for organisations

$2,000 to $10,000

per

$1,000 to $2,500 $30,987.14

$500 to $5,000 $81,960.63

$123,951.15

$1,000 to $10,000 $77,021.31 94 Brisbane City Council Annual Report 2022–23

Sustainability Grants

Lord Mayor’s Community Fund

In accordance with regulations, funds available to community groups through the Lord Mayor’s Community Fund are set at a prescribed amount for discretionary funds. This is 0.1% of general rates revenue in the preceding financial year, resulting in a total allocation of $972,000.

In 2022–23, each Councillor was allocated $36,000 for community projects undertaken within their ward. The Lord Mayor was allocated $36,000 for community projects that involve multiple wards.

Lord Mayor – Councillor Adrian Schrinner (continued)

Ward – Councillor Angela Owen

Ward – Councillor Ryan Murphy

Coorparoo Ward – Councillor Fiona Cunningham (continued)

Deagon Ward – Councillor Jared Cassidy

Doboy Ward – Councillor Lisa Atwood

Hamilton Ward – Councillor David McLachlan (continued)

Holland Park Ward – Councillor Krista Adams (continued)

Jamboree Ward – Councillor Sarah Hutton (continued)

MacGregor Ward – Councillor Steven Huang

MacGregor

Ward – Councillor Steven Huang (continued)

Ward – Councillor Fiona Hammond (continued)

Ward – Councillor Steve Griffiths (continued)

Ward – Councillor Kara Cook & Councillor Lucy Collier

Northgate Ward – Councillor Adam Allan

Paddington Ward – Councillor Peter Matic & Councillor Clare Jenkinson

Pullenvale Ward – Councillor Greg Adermann (continued)

Tennyson Ward – Councillor Nicole Johnston

Tennyson Ward – Councillor Nicole Johnston (continued)

Tennyson Ward – Councillor Nicole Johnston (continued)

The Gap Ward – Councillor Steven Toomey

Wynnum Manly Ward – Councillor Peter Cumming & Councillor Sara Whitmee (continued)

7 ANNUAL FINANCIAL STATEMENTS

ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Statements of comprehensive income for the year ended 30 June 2023

Contributions, donations, subsidies and grants

Fees and charges

Loss on disposal of property, plant and equipment, intangible assets and investment property

Items that will not be reclassified to operating capability

The above statements should be read in conjunction with the accompanying notes and significant accounting policies.

Brisbane City Council Statements of financial position

as at 30 June 2023

The above statements should be read in conjunction with the accompanying notes and significant accounting policies.

Brisbane City Council Statements of changes in equity for the year ended 30

June 2023

the year ended 30 June 2023

30 June 2022

The above statements should be read in conjunction with the accompanying notes and significant accounting policies.

Brisbane City Council

Statements of changes in equity

for the year ended 30 June 2023

for the year ended 30 June 2023

The above statements should be read in conjunction with the accompanying notes and significant accounting policies.

Brisbane City Council Statements of cash flows for the year ended 30 June 2023

Proceeds from disposal of property trust investments

Proceeds from disposal of property, plant and equipment and

for property, plant, equipment, intangible assets and investment property

The above statements should be read in conjunction with the accompanying notes and significant accounting policies.

Notes to the consolidated financial statements

Brisbane City Council for the year ended 30 June 2023

Significant accounting policies

Reporting entity

Brisbane City Council is constituted under the City of Brisbane Act 2010 and is domiciled in Australia.

Basis of preparation

These general purpose financial statements are for the period 1 July 2022 to 30 June 2023 and have been prepared in compliance with the requirements of the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.

These financial statements have been prepared under the historical cost convention except as stated and are presented in Australian dollars, which is Council's presentation and functional currency.

Statement of compliance

Council is a not-for-profit entity for financial reporting purposes. These financial statements have been prepared in accordance with all Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB), as applicable to not-for-profit entities.

Basis of consolidation

Council and its controlled entities together form the consolidated entity. The financial statements of all active controlled entities are included in the consolidated financial statements, from the date when control commences until the date when control ceases.

Material transactions with controlled entities have been eliminated when preparing the consolidated financial statements. Accounting policies of controlled entities have also been adjusted on consolidation where necessary, to ensure the financial statements of the consolidated entity are prepared using accounting policies that are consistent with those of Council. Information about controlled entities is included in note 10(a).

In addition, participation rights in the Central South East Queensland (SEQ) Distributor-Retailer Authority (Authority), trading under the business name Urban Utilities (UU) are accounted for in the consolidated balances using the equity method to reflect Council's significant influence on the Authority (note 9).

Date of authorisation

The financial statements were authorised for issue on the date they were submitted to the Auditor-General for final signature. This is the date the Statement by Councillors and management is signed.

Rounding and comparatives

Amounts included in the financial statements are rounded to the nearest thousand ($000) unless otherwise stated. Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.

New and revised accounting standards

AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of Non-Financial Assets of Not-for-Profit Public Sector Entities will be effective from 1 January 2024. The impact of this standard on the valuation of Council’s assets is not considered to be material.

The impact of any other Australian Accounting Standards and Interpretations that have been recently issued or amended, but are not yet effective, are either not considered to be material or are not applicable to the consolidated entity.

Brisbane City Council

Notes to the consolidated financial statements

for the year ended 30 June 2023

Significant accounting policies (continued)

1(h)

Use of estimates and judgements

The financial statements are subject to the use of estimates and judgements. The significant judgements, estimates and assumptions relate to the following items and specific information is provided in the relevant note:

l revenue (note 3)

l receivables (notes 6 and 29)

l investment in associate and other investments (notes 9 and 10)

l property, plant and equipment and intangible assets (notes 11 and 13)

l investment property (note 12)

l leases (note 14)

l employee benefits (notes 18 and 26)

l service concession arrangements (note 17)

l provisions (note 18)

l commitments (note 23)

l contingencies (note 24)

l transactions with related parties (note 25)

l financial instruments (note 29).

1(i) Volunteer services

Council receives volunteer services that contribute to delivery of various services such as assistance from the community during natural disaster events or from emergency services. However, Council does not recognise revenue from volunteer services as Council would not have purchased the services if not donated and it is not considered material.

1(j) Taxation

Council is exempt from income tax, however Council is subject to Fringe Benefits Tax (FBT), Goods and Services Tax (GST) and Payroll Tax on certain activities. The net amount of GST recoverable from or payable to the Australian Taxation Office is shown as an asset or liability respectively.

1(k) Impacts of the South East Queensland Rainfall and Flooding Event

In the prior year, Brisbane was significantly affected by the South East Queensland Rainfall and Flooding Event (SEQRFE) and the impacts on the consolidated financial statements are provided in the relevant note:

l revenue (note 3)

l expenses (note 4)

l property, plant and equipment (note 11)

l other liabilities (note 19).

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

2 Analysis of Council results by program 2(a)

Program goals

The activities relating to Council's programs reported in note 2(b) are as follows:

Transport for Brisbane

The goal of this program is to deliver Australia’s most modern and sustainable public and active transport systems, supporting residents and visitors to travel quickly, safely, reliably and sustainably.

Infrastructure for Brisbane

The goal of this program is to develop and deliver a transport network that supports business, residents and visitors by enabling the safe, efficient and sustainable movement of people, freight and services.

Clean, Green and Sustainable City

The goal of this program is to lead Brisbane to be a clean, green and sustainable city, now and for future generations, through partnership, advocacy, direct action and intervention.

Future Brisbane

The goal of this program is to provide planning and growth management to ensure Brisbane continues to be prosperous and well-designed, with a distinctive subtropical character.

Lifestyle and Community Services

The goal of this program is to provide opportunities for all residents, workers and visitors to participate and connect in cultural and recreational activities which foster inclusion and stronger communities.

City Standards, Community Health and Safety

The goal of this program is to deliver high quality maintenance standards for the city's civil and green assets, maintaining a focus on the health, safety and amenity of Brisbane's growing community.

Economic Development

The goal of this program is to build Brisbane's Olympic City reputation and economy by creating new and innovative jobs and strengthening the city's reputation as a global lifestyle, tourism, business, events and investment destination.

City Governance

The goal of this program is to provide strong leadership and governance for the city and for Council to be well managed, innovative and financially sustainable, supported by a future focused workforce, committed to delivering effective, efficient and valued services to the community.

City Standards – Business Activity

The goal of this business activity is to ensure an agreed and consistent maintenance standard throughout Brisbane, its central business district and suburbs, through management of the provision of construction and maintenance activities, and waste and resource recovery.

Transport for Brisbane – Business Activity

The goal of this business activity is to provide frequent, reliable and safe public transport services, more often, and at the most comfortable standard possible for our passengers.

City Projects Office – Business Activity

The goal of this business activity is to provide professional services across project management, built and natural environment and engineering disciplines.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

2 Analysis of Council results by program (continued)

2(b) Summary of revenue, expenses and assets by program

Consolidated balances are not provided because program results only apply to Council.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

3 Revenue

3(a) Rates

Rates and utility charges are recognised as revenue when Council obtains control over these receipts which is the beginning of the rating period to which they relate. Prepaid rates and utility charges are recognised as a financial liability until the beginning of the rating period (note 15). Discounts given and rebates are recognised in the same period as the rates and utility charges to which they relate.

Other rebates includes $0.5 million (2022: $4.3 million) provided as a result of the SEQRFE.

3(b) Contributions, donations, subsidies and grants

Contributions

Cash or non-cash revenue from infrastructure charges is recognised when the levied charge is due. Revenue from developer contributions (non-trunk infrastructure) is recognised when Council obtains control of the assets and the value of the assets can be reliably measured.

Local government infrastructure is categorised as either trunk infrastructure (higher-level infrastructure that is shared between multiple developments) or non-trunk infrastructure (infrastructure that is not shared with other developments and is generally internal to a development site). Examples of trunk infrastructure include major roads, parks and stormwater infrastructure and land for community facilities.

Infrastructure assets, including non-trunk infrastructure, contributed to Council from developers, or assets donated to Council, are recognised either as non-current assets or expense according to Council's threshold for recognition of non-current assets (note 11(b)).

Subsidies and grants

Where grant revenue arises from an agreement which is enforceable and contains sufficiently specific performance obligations, revenue is recognised when each performance obligation is satisfied.

For capital grants where Council will acquire or construct an item of property, plant and equipment which will be under Council's control, revenue recognition is generally as the construction progresses in accordance with costs incurred.

Revenue from operating grants that do not contain sufficiently specific performance obligations is recognised when Council obtains control of the funds. These grants include the Financial Assistance Grant provided by the Australian Government to local governments.

Grants earned but not yet received (other accrued revenue – note 7) are recognised as other current assets, and grants received where performance obligations have not yet been met (unearned subsidies and grants – note 19), are recognised as other liabilities in the statements of financial position.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

3 Revenue (continued)

3(b) Contributions, donations, subsidies and grants (continued)

Subsidies and grants include capital and operating grants totalling $135.6 million recognised as a result of the SEQRFE.

3(c) Fees and charges

Licences and permits granted by Council are either short-term or low-value. Revenue is recognised at the time the licence or permit is granted rather than over the term of the licence or permit.

Infringements are recognised upon issuing of the infringement notice. The related receivable is subsequently adjusted for impairment.

All other fees and charges are recognised when the performance obligation is satisfied.

Building application, development and town planning fees

3(d) Public transport revenue

Revenue from public transport activities is recognised when agreed services have been provided by Council, based on contractual arrangements with Translink as a division of the Queensland Government's Department of Transport and Main Roads.

3(e) Interest revenue

Interest on short-term investments is accrued monthly. Interest on overdue rates and utility charges is recognised when due or paid.

Brisbane City Council Notes to the consolidated financial statements

for the year ended 30 June 2023

3

(continued)

Dividends and participation returns are recognised when declared. Tax equivalents revenue is recognised when the right to receive payment is established. The sale of materials is recognised when the customer has taken delivery of the goods. Lease and rental income from operating leases is generally recognised over the lease term. Service concession revenue recognition is provided in note 17. All other revenue is generally recognised when the performance obligation is satisfied and revenue can be reliably measured.

In the prior year, other operating revenue includes $3.8 million of insurance settlements received as a result of the SEQRFE.

Other capital revenue includes the gain on early termination of a lease of $31.6 million (note 14(a)).

Employee costs exclude costs that have been capitalised as part of asset construction.

Employee costs include $13.3 million (2022: $12.8 million) incurred in relation to the SEQRFE.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

(continued)

Materials and services are recognised when goods have been received or services provided, and exclude costs that have been capitalised as part of asset construction. Lease expenses includes expenses relating to short-term, low-value and variable leases (note 14(a)).

Materials and services includes $55.1 million (2022: $46.2 million) for Council and $56.1 million (2022: $47.1 million) for the consolidated entity incurred as a result of the SEQRFE.

costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of qualifying assets for major projects (note 16(a)).

Finance costs on borrowings

Finance costs capitalised to major projects during the year were $24.1 million (2022: $13.5 million).

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

4 Expenses (continued)

4(e) Loss on disposal of property, plant and equipment, intangible assets and investment property

Write-offs include the remaining carrying amount of roads and other infrastructure assets that have been upgraded or rehabilitated and write-offs of intangible assets.

Proceeds from sale

Less carrying amount of assets sold

Less carrying amount of assets written off

In the prior year, write-offs include $4.7 million of assets that were destroyed during the SEQRFE (note 11(a)).

4(f) Capital grant expenses

Capital grant expenses relate to Brisbane Metro returned works transferred to third parties and are recognised when control of the assets passes to the third parties.

4(g) Other expenses

Grants, subsidies and contributions are recognised when paid or invoiced. Bad and doubtful debts are recognised based on the expected credit loss (notes 6 and 29(e)). All other expenses are generally recognised when goods have been received or services provided, or the obligating event occurs.

In the prior year, other expenses includes $1.5 million of community facility grants as a result of the SEQRFE.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

5 Cash and cash equivalents

Cash funds and liquidity are appropriately managed to ensure sufficient funds are available to meet obligations that are due within the next 12 months. Cash and cash equivalents include cash on hand and short-term investments with a maturity of three months or less, which are readily convertible to cash and are subject to an insignificant risk of changes in value.

Council received $163.6 million in June 2022 and $33.7 million in June 2023 from the Queensland Government to help fund Council's State Waste Levy until 30 June 2027 (note 19). Council also has access to a working capital facility of $550 million and a variable rate loan facility of $250 million (note 16(b)).

In addition, Council holds $27.4 million in trust monies at the reporting date (2022: $23.4 million). In accordance with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012, a separate trust bank account and separate accounting records are maintained for funds held on behalf of outside parties. Funds held in the trust account include deposits lodged to guarantee performance and unclaimed amounts. Council performs only a custodian role in respect of these funds and because they cannot be used for Council purposes, they are not considered revenue nor brought to account in the financial statements.

Receivables are due for settlement in 30 days and are recognised at the amounts due. The collectability of debts is assessed on an ongoing basis with an allowance being made for impairment. All known bad debts are written off during the year. If an amount is recovered in a subsequent period it is recognised as revenue.

The consolidated entity's expected credit loss assessment is detailed in note 29(e).

Council

Consolidated

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

Accrued revenue is recognised when revenue recognition criteria is satisfied but the revenue has not yet been received. A prepayment is recognised when an expense is paid in advance but not yet incurred.

Consolidated Council

Items of property, plant and equipment are reclassified as held for sale when the carrying amount of these assets will be recovered principally through a sales transaction rather than continuing use. Assets classified as held for sale are available for immediate sale in their present condition and the sale is highly probable within 12 months. Assets classified as held for sale are measured at the lower of their carrying amount and fair value less cost to sell and are not depreciated.

Consolidated Council

Under the South-East Queensland Water (Distribution and Retail Restructuring) Act 2009, UU began trading to deliver water and wastewater services to customers within the local government areas of five participating councils. Governance arrangements for UU are established in a Participation Agreement which provides for participation rights to be held by the participating councils, with Council holding approximately 85% of these rights.

UU's Board is comprised of independent directors. No individual council has the ability to dominate UU's decision-making to obtain greater benefit from its activities than any other participant.

Transactions between Council and UU are disclosed in note 25(b).

Council's share of UU's undistributed profits and other comprehensive income at the reporting date is included in the consolidated statements of comprehensive income.

85% share in asset revaluation surplus movement

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

9 Investment in associate (continued)

In the current year, UU's net profit was adjusted to reflect UU's prior period adjustments. The impact was not considered material to the consolidated financial statements.

10 Other investments

Other investments are comprised of investments in:

Controlled entities constitute the beneficial enterprises that Council conducted during the financial year as described under section 45 of the City of Brisbane Act 2010.

Council has 100% interest in the controlled entities listed below and the investments are valued at cost less any impairment. The controlled entities that have been consolidated in the financial statements are as follows:

Brisbane City Council

Notes to the consolidated financial statements

for the year ended 30 June 2023

10

10(a)

entities (continued)

The City of Brisbane Investment Corporation Pty Ltd (CBIC) group includes its controlled entities, CBIC Allara Pty Ltd, Allara SPV Trust, CBIC Investment Pty Ltd and CBIC Valley Heart Pty Ltd.

Brisbane Powerhouse Pty Ltd and Museum of Brisbane Pty Ltd act as trustees for the Brisbane Powerhouse Foundation and the Museum of Brisbane Trust respectively.

Brisbane Sustainability Agency Pty Ltd has completed the merger with Oxley Creek Transformation Pty Ltd and Oxley Creek Transformation Pty Ltd was deregistered on 3 March 2023.

OC Invest Pty Ltd is a controlled entity of Brisbane Sustainability Agency Pty Ltd.

The dormant controlled entities that have not been consolidated in the financial statements are as follows:

Investments in entities where Council has 50% interest are considered joint ventures and valued at cost less any impairment. The size and nature means that these are not material to Council's operations and are not consolidated. Investments in the remaining entities do not have a quoted market price in an active market and are not consolidated. These are also valued at cost less any impairment.

Council's shares in Brisbane Housing Company Ltd (BHC) do not carry the right to receive dividends or participate in the income, profits or surplus of BHC beyond the redemption amount. In the event of winding up, the surplus of BHC is transferred to one or more charitable institutions nominated by the Queensland Government.

SEQ Regional Recreational Facilities Pty Ltd

The fair value of these investments are represented by the net market value advised by the Queensland Investment Corporation (QIC) and are measured through fair value through profit and loss.

QIC Long Term Diversified Fund

Property, plant and equipment

Asset additions include all costs incurred in bringing an asset into service for purchased assets, and internally constructed assets. It also includes the fair value of contributed assets and assets acquired at less than market value.

Other transfers include transfers out of capital work in progress into the respective asset class for completed projects, any transfers between asset classes and transfers between property, plant and equipment and intangible assets.

Adjustments to the opening balance of accumulated surplus as a result of assets identified for recognition and derecognition in prior years are provided in note 21.

Included in capital work in progress are costs incurred in relation to the Brisbane Metro project. Some costs relate to assets that will be transferred to third parties as and when control of the assets passes to the third parties. Until then, these costs are recognised as capital work in progress. Council expects these assets to be transferred progressively over the financial years 2024 and 2025 and transfer of the assets will be recognised as capital grant expenses (note 4(f)).

Property, plant and equipment (continued)

11(a) Movements (continued)

Asset additions include all costs incurred in bringing an asset into service for purchased assets, and internally constructed assets. It also includes the fair value of contributed assets and assets acquired at less than market value.

Other transfers include transfers out of capital work in progress into the respective asset class for completed projects, any transfers between asset classes and transfers between property, plant and equipment and intangible assets.

Adjustments to the opening balance of accumulated surplus as a result of assets identified for recognition and derecognition in prior years are provided in note 21.

Included in capital work in progress are costs incurred in relation to the Brisbane Metro project. Some costs relate to assets that will be transferred to third parties as and when control of the assets passes to the third parties. Until then, these costs are recognised as capital work in progress. Council expects these assets to be transferred progressively over the financial years 2024 and 2025 and transfer of the assets will be recognised as capital grant expenses (note 4(f)).

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

11 Property, plant and equipment (continued)

11(a) Movements (continued)

In the prior year, the impacts on asset values as a result of the SEQRFE were $4.7 million loss on disposal of plant and equipment and infrastructure assets, $1.0 million impairment of parks infrastructure assets and $122.7 million of adjustments to the asset revaluation surplus primarily relating to land and road network assets.

11(b) Recognition

Items of property, plant and equipment with a value above $10,000 (except for cultural and heritage assets and network assets) are capitalised. Network assets are defined as a chain of interconnected but dissimilar assets that come together to provide one simultaneous service and are capitalised when the total value of the network is above $10,000. All cultural and heritage assets are capitalised irrespective of their value. All other property, plant and equipment purchases are expensed.

Assets are classified in relevant asset classes and sub-classes and useful lives assigned. Where significant components of assets can be identified, these components are assigned different useful lives where appropriate.

Property, plant and equipment includes service concession assets that are recognised as infrastructure assets and accounted for accordingly.

Land under roads and reserve land controlled by the Queensland Government under the Land Act 1994 or the Land Title Act 1994 is not recognised in the financial statements.

The properties leased by CBIC to Council or Council's controlled entities are reclassified to property, plant and equipment on consolidation, with revaluations included in the asset revaluation surplus. The properties leased by CBIC to external parties are classified as investment property on consolidation (note 12).

11(c) Measurement

Property, plant and equipment assets are initially recorded at cost. Cost is determined as the fair value of the asset given as consideration, direct costs incurred, costs incidental to acquisition including a reasonable proportion of indirect costs, and all other costs incurred in getting the asset ready for use.

Expenditure to maintain the operational capacity or useful life of assets is considered maintenance and is expensed. Expenditure related to the replacement of a major component of an asset is capitalised, with the value of the carrying amount of the component disposed being expensed (note 4(e)). Expenditure that increases the service capacity or extends the useful life of an asset is capitalised and the remaining life of the asset appropriately adjusted.

Contributed items of property, plant and equipment, except reserve land, are recognised as assets and revenue at fair value.

Land, buildings, plant and equipment, infrastructure assets and other assets are measured on the revaluation basis at fair value. Capital work in progress is measured at cost.

11(d) Depreciation and impairment

All assets and/or components of assets, except for quarries, are depreciated over their anticipated useful life using the straight line method. Quarries are depreciated using the unit of production method. Useful lives are reviewed regularly to ensure economic benefits are consumed over the period of use. Residual values are determined based on estimated recovery value at the end of the asset's useful life.

As Council is a not-for-profit entity with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to arise, as property, plant and equipment is predominantly carried at fair value or at an amount that approximates fair value. In the prior year, Council’s assets recorded at historical cost were assessed for impairment following the SEQFRE (note 4(g)).

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

11 Property, plant and equipment (continued)

11(e) Valuation (continued)

(i) Valuation processes (continued)

The methods used to estimate the fair value of assets comprise:

l Level 1 – the fair value is calculated using quoted prices in active markets

l Level 2 – the fair value is estimated using inputs that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices)

l Level 3 – the fair value is estimated using inputs for the asset that are not based on observable market data.

Assets measured at fair value are revalued as necessary to ensure the carrying amount does not materially differ from the fair value at the reporting date. Comprehensive revaluations are undertaken at regular intervals of not more than five years. These are performed by independent valuers for infrastructure, land, building and heritage assets, and independent valuers or suitably qualified Council officers for plant and equipment assets.

In intervening years, a suitable cost index is applied to the assets in each class. For infrastructure, land and building assets, the cost index is obtained from independent valuers, and for other assets, the cost index is obtained from independent valuers or management valuations based on contract prices.

Any increase or decrease in the revaluation of an asset is adjusted to the appropriate class of the asset revaluation surplus.

(ii) Valuation techniques used to derive fair values

The fair value of level 3 assets is determined at current replacement cost less accumulated depreciation to reflect the already consumed or expired future economic benefits of the asset. This utilises a number of inputs, all of which require judgement, and are therefore classed as unobservable. The fair value of level 2 assets, comprised of mainly land and other assets including artworks, is determined using current market value.

Land

Land is measured with reference to historical sales data for similar properties. Where there is a lack of comparable sales, the valuation is based on the closest comparable sales. Land with a restricted use, such as parkland and environmental land, or land subject to flooding, may have a discount factor applied.

The consolidated entity's fair value measurement has been either a level 2 or 3, depending on whether the land is subject to restriction as to use and/or sale, and whether there is an active market.

Buildings

Council's building assets are valued at fair value using current replacement cost less accumulated depreciation. Current replacement cost is derived from the lowest costs at which assets could be constructed, including itemised costs and quantities of materials, services and resources required.

Plant and equipment

The fair value of fleet assets are established by reference to contracts, supplier price lists or management valuation.

Buses are valued using management valuation with reference to the current supply contract and remaining useful life.

General plant and equipment are valued using independent valuation based on current replacement cost of assets with similar service potential.

Infrastructure

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

11

Property, plant and equipment (continued)

11(e) Valuation (continued)

(ii) Valuation techniques used to derive fair values (continued) Infrastructure (continued)

Council's infrastructure assets are valued at fair value using current replacement cost less accumulated depreciation. Current replacement cost is derived from the lowest costs at which assets could be constructed, including itemised costs and quantities of materials, services and resources required.

Some sub-classes of infrastructure assets (roads network, drainage network, flood mitigation network and wharves, piers and jetties) are valued on a rolling program over five years where sub-sets of assets are comprehensively revalued annually based on asset type. The timing of comprehensive valuations of these asset sub-classes are as follows:

Most recent comprehensive valuation

The revaluation increments to infrastructure assets in the current and prior year were mainly due to significant increases in construction costs, with increases in the prior year partly offset by reductions in asset values as a result of the SEQRFE (note 11(a)).

Council records individual roads by street within a suburb and further identifies components of roads (surface, base course and earthworks), footpaths, kerb and channel, medians, fences and retaining walls. Appropriate useful lives are assigned to each of these identified components of roads.

Significant bridges on the Brisbane River are individually valued according to the material type used for construction, deck area and bridge length.

Smaller bridges are categorised into road and foot bridges and valued based on bridge span and service type.

Drainage network

Stormwater drainage assets consist of pipes, manholes, gullies, inlets and chambers, as well as Stormwater Treatment Assets (STA). STAs are valued individually. The remaining network assets are grouped and assigned useful lives by group. Drainage assets are located underground and physical inspection is not possible. The age, size, pipe depth and type of construction material, together with current and planned maintenance, are used to determine useful life, estimated remaining life, and current replacement cost.

Flood mitigation network

The flood mitigation network consists largely of open drains and sea and river walls, and groynes which are valued on a unit rate basis.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

11

Property, plant and equipment (continued)

11(e) Valuation (continued)

(ii) Valuation techniques used to derive fair values (continued)

Wharves, piers, jetties, pontoons, boat ramps and ferry terminals are treated as stand-alone assets and valued independently, while boardwalks are valued on a unit rate basis.

The traffic control network is valued using current replacement cost and is dependent on the number of approaches in the intersection.

Bikeways are categorised and valued on a unit rate basis.

Other assets includes heritage collections and artworks, pools and sports fields facilities.

Council conducts valuations of heritage assets, including statues, monuments and outdoor artworks based on replacement cost or market value of similar artworks on a five yearly basis.

12 Investment property

Investment property is property held by CBIC to earn rental income and/or for capital appreciation, and property that is being constructed or developed for future use as an investment property. These properties are occupied by external parties not related to Council or Council's controlled entities. Investment property does not include Council's land and buildings that earn rental income but are held primarily to meet community service objectives.

Investment property is initially measured at cost, and subsequent fair value gains or losses are recognised in the statements of comprehensive income. Investment property is not depreciated or tested for impairment.

Investment properties under construction are measured at cost until construction or development reaches a stage where it is determined that fair value can be measured reliably.

CBIC obtains independent valuations from qualified valuers at least annually. The assignment of values to an individual property is based on the valuer's expertise and considers recent sales of similar properties in the same geographical location.

The resulting estimate of fair value is classed as a level 3 valuation because it is based on a number of unobservable inputs (note 11(e)).

Brisbane City Council

Notes to the consolidated financial statements

for the year ended 30 June 2023

Intangible assets

Intangible assets with a value above $10,000 are capitalised at cost and amortised on a straight line basis, generally over a period of between three and 15 years. All other intangible assets are expensed in the year of acquisition.

Intangible assets are mainly comprised of computer software.

Asset additions include all costs incurred in bringing an asset into service for purchased assets, and internally developed assets. Other transfers include transfers out of capital work in progress to intangible assets for completed projects and transfers between property, plant and equipment and intangible assets.

14 Leases

Council recognises leases as both a lessee and a lessor where a lease represents the right to use an asset for a specified period of time in exchange for consideration.

14(a) Council as lessee

Council has leases in place over land and buildings, plant and equipment and infrastructure. Where Council assesses that an agreement contains a lease, a right of use asset and lease liability are recognised on inception of the lease.

The right of use asset is measured using the cost model where cost on initial recognition comprises the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives received. The right of use asset is depreciated over the lease term and assessed for impairment.

Brisbane City Council

Notes to the consolidated financial statements

for the year ended 30 June 2023

14

Leases (continued)

14(a) Council as lessee (continued)

The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined Council’s incremental borrowing rate for a similar term with similar security is used.

Exceptions to lease accounting

Council applies the exceptions to lease accounting for both short-term leases (leases with a term of less than or equal to 12 months) and leases of low-value assets (assets with a value below $10,000). Council recognises the payments associated with these leases as an expense over the lease term (note 4(b)).

Council elects to measure the right of use asset arising from concessionary leases (peppercorn leases) at cost which is based on the associated lease liability at initial recognition.

Council routinely enters into leases and establishes terms and conditions that are appropriate for each leased asset and Council's operational requirements. Some leases include Council’s option to renew or extend lease terms between five and 20 years and the option to terminate leases at predetermined dates. The options are generally exercisable at market rates. These options are not included in the right of use asset or lease liability unless it is reasonably certain that Council will renew, extend or terminate the lease. In addition, some of Council’s transport asset leases contain sale and leaseback arrangements.

Underlying assets

Brisbane City Council

Notes to the consolidated financial statements

for the year ended 30 June 2023

14 Leases (continued)

14(a) Council as lessee (continued)

Lease right of use assets (continued)

Council

Balance as at 1 July

Additions

Depreciation – right of use assets

Balance as at 1 July

Depreciation – right of use assets

Lease terminations includes terminations and adjustments. During the year, Council terminated a lease before the expiry date. This resulted in the reversal of a right of use asset and lease liability of $48.3 million and $79.8 million respectively (note 22(b)), and the recognition of the gain on early termination of a lease of $31.6 million (note 3(f)).

The table below shows the maturity analysis of the lease liabilities based on contractual cash flows. Amounts will not be the same as the recognised lease liabilities in the statements of financial position due to the impacts of discounting the cash flows.

Amounts included in the statements of comprehensive income related to leases

The following amounts have been recognised in the statements of comprehensive income for leases where Council is the lessee:

Depreciation – right of use assets

Interest on leases

Expense relating to short-term, low-value and variable

from sub-leasing right of use

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

14 Leases (continued)

14(a) Council as lessee (continued)

Leases at significantly below market value – concessionary or peppercorn leases

Council has a number of leases at significantly below market value for buildings and infrastructure including libraries, bike shelters and bus interchange.

The leases are generally between three and indefinite years and require payments between $0.10 and $10 per year. Council does not consider that any of the leases in place are individually material.

14(b) Council as lessor

Leases in which Council does not transfer substantially all the risks and rewards incidental to ownership of an asset are classified as operating leases. Rental income is accounted for over the lease term and is included in revenue in the statements of comprehensive income due to its operating nature (note 3(f)).

Council and CBIC have entered into operating leases for commercial properties, office spaces and other facilities. These leases have terms of between six months and 120 years.

15 Payables

Trade creditors and accrued expenses are recognised when the goods are received or the service is performed at the amount owed. Amounts owing are unsecured and normally settled within seven to 30 days.

Accrued employee costs comprise annual leave, leave in lieu and accrued salaries and wages. Annual leave and leave in lieu represents the amount which the consolidated entity has a present obligation to pay resulting from employees' services provided up to the reporting date. The accrual is based on the value of remuneration rates that will be paid when the liability is expected to be settled and includes related on-costs.

As the consolidated entity does not have an unconditional right to defer settlement of the annual leave beyond 12 months after the reporting date, annual leave is classified as a current liability.

Council

16 Other financial liabilities

16(a) Composition of other financial liabilities

Council adopts an annual debt policy that sets out Council's planned borrowings for the current and the next nine years.

Council's other financial liabilities comprise of loans from Queensland Treasury Corporation (QTC). These are measured at amortised cost based on the book value of the principal outstanding. The book value of loans represents the current value of the debt to be repaid over its remaining term.

No assets have been pledged as security by Council for any liabilities, however all loans are guaranteed by the Queensland Government.

Consolidated

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

16

Other financial liabilities (continued)

16(a) Composition of other financial liabilities (continued)

Finance costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of qualifying assets for major projects (note 4(d)).

Council's QTC loan market value at the reporting date is $2,407 million (2022: $2,402 million). This represents the value of the debt if Council repaid at that date.

CBIC has a $20 million bank loan for the acquisition of commercial properties which is secured over a pool of properties and will mature in July 2024.

16(b) Financing arrangements at the reporting date

Facilities available but not utilised at the reporting date are as follows:

17

Service concession arrangements

Overview of service concession arrangements

A service concession arrangement is recognised where an operator is providing a public service on behalf of a grantor and the operator is responsible for management of some of those services. The grantor then recognises assets, liabilities, revenue and expenses associated with the service concession arrangement.

Under the service concession arrangements for the Go Between Bridge (GBB), Legacy Way Tunnel (LW) and the CLEM Jones Tunnel (CLEM7), Council has recognised property, plant and equipment (infrastructure assets) and depreciation. The accounting policies for property, plant and equipment and depreciation are provided in note 11.

For the arrangements, the operator has been granted the right to levy tolls for the use of the toll roads during the concession periods. These arrangements are accounted for under AASB 1059 Service Concession Arrangements:

Grantors as grant of a right to the operator model and under this model, Council has recognised service concession revenue (note 3(f)) and liabilities. The liabilities are determined at the start of the service concession arrangements and amortised through the recognition of revenue over the term of the service concession arrangements.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

17

Service concession arrangements (continued)

Overview of service concession arrangements (continued)

In 2006, Council entered into a contractual arrangement with the toll road operator to construct, maintain and operate the CLEM7 as a toll road over a concession period of 45 years. The toll road opened in March 2010.

Council opened the GBB in July 2010 and the LW in June 2015. In August 2013, the long-term tollway concessions and leases for tolling rights for GBB and LW were transferred to the toll road operator. The concession period for each asset is 50 years, commencing in December 2013 for GBB and June 2015 for LW.

Tolls and charges are levied according to the Local Government Tollway Declaration which sets out the maximum toll payable and the toll indexation methodology. Tolls and charges can increase annually from 1 July.

During the concession periods, the operator is responsible for operating, maintaining and repairing the assets as specified in the concession deed. At the end of the concession periods, the operations and assets revert back to Council's control. The assets must be handed back to Council in a condition specified in the concession deed.

Council may receive additional amounts for future revenue share from higher than expected traffic outcomes, or additional refinancing or other contractual benefits. The arrangements may be terminated before the end of the concession periods in the event of default by the operator.

Other minor service concession arrangements in relation to infrastructure and parks assets have also been recognised in the financial statements.

18

Long service leave

The provision for long service leave represents the present value of the estimated future cash outflows to be made by the consolidated entity resulting from employees' services provided up to the reporting date. Related on-costs are also included in the provision.

The provision for long service leave has been discounted using discount rates derived from Australian Government bond rates as at the calculation date with a term matching as closely as possible to the term of the long service leave liabilities.

Long service leave is classified as a current liability if employees have met, or are within 12 months of meeting, the prerequisite length of service, and the consolidated entity does not have an unconditional right to defer the liability beyond 12 months. Otherwise it is classified as non-current.

Land resumption

Council has the ability to acquire property by resumption under Queensland Government legislation. Where there is uncertainty in the timing or amount of the future expenditure, it is classified as a current provision.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

Provisions (continued)

Land restoration

Council has one open landfill and 157 closed landfill sites throughout Brisbane. Obligations for future landfill remediation work are determined annually with the nature and extent of work required dependent on condition assessments of the land and any proposed use of that land. Since the obligation to perform work is dependent on regular, ongoing condition assessments and the costs of work required cannot be reliably measured for all sites, a provision for land restoration is recognised where it is probable that the work will be undertaken and a reliable estimate of the cost of works can be made for future financial years.

The provision for land restoration is calculated as the present value of anticipated future costs associated with restoring the sites to a useable state at the end of their lives, and is reviewed annually. Estimates for land restoration costs have been updated during the year based on the latest proposed schedule of works.

Other provisions

Other provisions include provisions for WorkCover self insurance, organisational restructure, sick leave and environmental provisions under the Natural Assets Local Law 2003.

Council holds a WorkCover self insurance licence issued by the Workers’ Compensation Regulator. Under this licence Council has provided an indemnity towards a financial guarantee to cover liabilities which may remain should the self insurance licence be cancelled and there was insufficient funds available to cover outstanding liabilities. Only WorkCover Queensland may call on any part of the guarantee should the above circumstances arise. Council's maximum exposure to the guarantee is $11.4 million (2022: $9.7 million). The provision is based on an independent actuarial assessment of the present value of the estimated future cash outflows to be made by Council resulting from workers' compensation claims.

The provision for organisational restructure represents an estimate of voluntary redundancies and other costs associated with these obligations.

The Natural Assets Local Law 2003 provision is for Council to reinstate and maintain targeted natural environment sites within a five year period.

Consolidated and Council 2023

The movement in other provisions does not include the movement in the sick leave provision.

Consolidated Council

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

Revenue is recognised as unearned if it is received in advance and relates to an obligation to supply specific goods and services in future periods.

Unearned revenue

Unearned subsidies and grants

Unearned revenue

The Queensland Government made an advance payment of $163.6 million in June 2022 and $33.7 million in June 2023 to help fund Council's State Waste Levy until 30 June 2027. The remaining advance payment is $153.6 million.

In the prior year, unearned revenue includes $10.3 million of funding received in advance as a result of the SEQRFE.

20 Asset revaluation surplus

Movements in the asset revaluation surplus mainly include net revaluation increments and decrements arising from the revaluation of property, plant and equipment. Increases and decreases on revaluation are offset within a class of asset. The movement in the land component of the asset revaluation surplus includes changes in the provision for land restoration costs.

Movements in the asset revaluation surplus are disclosed in notes 9 and 11(a).

21 Accumulated surplus adjustment

In the prior year, $17.1 million of infrastructure assets were recognised, and $70.6 million of plant and equipment and infrastructure assets were derecognised, as adjustments to opening accumulated surplus. The initial recognition related to assets that should have been included in previous years' financial statements, while the derecognition related to assets that are owned by other entities.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

Reconciliation of cash flows

22(a) Reconciliation of the increase in operating capability to cash flows from operating activities

service concession revenue

Allowance for slow moving and obsolete stock

disposal of property, plant and equipment, intangible assets and investment

Gain on disposal of property trust investments

Fair value (gain) loss on investment

investments

22(b) Reconciliation of liabilities arising from financing activities

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

Reconciliation of cash flows (continued)

22(b) Reconciliation of liabilities arising from financing activities (continued)

Non-cash flows during the year includes the reversal of a lease liability of $79.8 million upon early termination of a lease (note 14(a)).

23 Commitments

Contractual commitments at the reporting date but not provided for in the financial statements are as follows:

Capital expenditure contracted at the reporting date but not provided for in the financial statements is as follows:

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

23 Commitments (continued)

Future operating lease rental commitments receivable for property, plant and equipment but not provided for in the financial statements are as follows:

24 Contingencies

Claims include formal requests or demands received by Council in relation to matters for financial compensation.

Land resumption contingencies relate to compensation claims by property owners in relation to compulsory land acquisitions under Queensland Government legislation.

charges contingencies are contractual commitments under infrastructure agreements that are contingent on a number of actions occurring outside of Council’s direct control and relate to exercising development approvals and completing associated infrastructure works.

25 Transactions with related parties

25(a)

Transactions that occurred with controlled entities are as follows:

Brisbane City Council

Notes to the consolidated financial statements

for the year ended 30 June 2023 Key management personnel (KMP) are those persons having authority and responsibility for planning, directing and controlling the activities of Council, directly or indirectly. KMP include the Lord Mayor, Councillors, Council's Chief Executive Officer and Executive Management Team.

Brisbane City Council Notes to the consolidated financial statements

for the year ended 30 June 2023

25 Transactions with related parties (continued)

25(d) Transactions with other related parties (continued)

Close family members of KMP were employed through arm’s length processes in accordance with Council’s recruitment policies. They are paid commensurate with the requirements of the job they perform. The figures above include all remuneration received by close family members of KMP.

Council employs four staff which are close family members of KMP.

In the current year, the transactions that occurred through arm's length processes under normal terms and conditions are as follows:

l A KMP of Museum of Brisbane Pty Ltd is a partner of a firm. This firm provided legal services to Council, CBIC, Museum of Brisbane Pty Ltd and Major Brisbane Festivals Pty Ltd. The Chairman of the same firm is a KMP of Brisbane Economic Development Agency Pty Ltd.

l A company controlled by a KMP of Museum of Brisbane Pty Ltd provided professional services to Council and Brisbane Housing Company Ltd.

l A company controlled by a KMP of Brisbane Sustainability Agency Pty Ltd provided professional services to CBIC.

l Several KMPs of Brisbane Powerhouse Pty Ltd made donations to Brisbane Powerhouse Foundation.

In the prior year, the transactions that occurred through arm's length processes under normal terms and conditions are as follows:

l A close family member of a KMP of Council was a Board member of Brisbane Powerhouse Pty Ltd, which is a remunerated position.

l A company controlled by a KMP of CBIC provided consulting services to Council, Brisbane Economic Development Agency Pty Ltd and UU.

l A director of Museum of Brisbane Pty Ltd is a KMP of Tourism and Events Queensland which provided funding and payments for event activities to Brisbane Economic Development Agency Pty Ltd, Brisbane Powerhouse Pty Ltd and Major Brisbane Festivals Pty Ltd.

l A company controlled by a KMP of Museum of Brisbane Pty Ltd provided professional services to Council and Brisbane Housing Company Ltd.

l A KMP of Brisbane Sustainability Agency Pty Ltd provided consultancy services to Council.

l A company controlled by a KMP of Brisbane Sustainability Agency Pty Ltd provided professional services to CBIC.

l A company controlled by a KMP of Brisbane Economic Development Agency Pty Ltd provided services to Brisbane Economic Development Agency Pty Ltd.

25(e) Transactions with related parties not disclosed

On a regular basis ordinary citizen transactions occur between Council and its related parties. Examples include rates, use of Council pools and library borrowings. Council has not included these types of transactions in its disclosure where they are made on the same terms and conditions available to the general public.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

26

Superannuation defined benefit plan

Council has provided a written guarantee to Brighter Super as trustee of the CS Defined Benefits Fund (CSDBF). The guarantee commits Council to fund the defined benefits of employees who are members of the CSDBF.

In accordance with the Superannuation Industry (Supervision) Regulations 1994, actuarial assessments are undertaken annually to determine Council's obligations. Actuarial gains and losses are recognised as other comprehensive income in the year in which they occur.

The more significant risks relating to the defined benefits are:

l investment risk – the risk that investment returns will be lower than assumed and Council will need to increase contributions to offset this shortfall.

l salary growth risk – the risk that wages or salaries (on which future benefit amounts will be based) will rise more rapidly than assumed, increasing defined benefit amounts and thereby requiring additional employer contributions.

l legislative risk – the risk that legislative changes could be made which increase the cost of providing the defined benefits.

The defined benefit assets are invested in the Brighter Super balanced investment option. The assets are diversified within this investment option and therefore the fund has no significant concentration of investment risk. The investments do not include any amounts relating to any of Council's own financial instruments or any property occupied by or other assets used by Council.

There were no fund amendments affecting the defined benefits payable, curtailments or settlements during the year.

Fair value as at 1 July

Defined benefit obligation

Present value as at 1 July

Present value as at 30 June

Net defined benefit asset

Net asset as at 1 July

Net asset as at 30 June

Movements in the net defined benefit asset were primarily due to returns on fund assets, actuarial gains and losses, service costs and employer contributions. The asset ceiling has no impact on the net defined benefit asset. The amount recognised in other comprehensive income arising from the remeasurement of the defined benefit plan was $1.0 million increase (2022: $1.2 million increase). The weighted average duration of the defined benefit obligation is four years in the current year (2022: four years).

The defined benefit costs have been determined using estimates of salary and pension escalation rates and a discount rate that reflects current market assessments.

In a report dated 7 December 2021, the financing objective adopted at the 1 July 2021 actuarial investigation of the CSDBF is to ensure sufficient assets are available to meet benefits as and when they fall due while also to target appropriate coverage of vested benefits. In that investigation, it was recommended that Council continue the existing contribution holiday in respect of defined benefits, in the absence of any special circumstances and subject to satisfying any industrial agreements.

Council implemented a contribution holiday in November 2019 which is anticipated to continue until June 2026. This will not impact employee entitlements.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

Business activities classified under the City of Brisbane Regulation 2012 are:

CBIC declared a dividend of $9.5 million at the Board meeting on 25 July 2023.

The categories of financial assets and financial liabilities are as follows:

Receivables (at amortised cost)

Derivative financial instruments

Other investments (at fair value through profit and loss)

Payables (at amortised cost)

Other financial liabilities (at amortised cost)

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

29

Financial instruments and financial risk management (continued)

The consolidated entity's principal financial instruments include cash, investments, loans and various facilities such as working capital and a bank overdraft. The main purpose of these financial instruments is to provide adequate financial capability to support operations, the acquisition of non-current assets and management of its financial market risks. The consolidated entity has various other financial assets and liabilities including trade receivables and payables, which arise directly from operations.

The consolidated entity's activities expose it to a variety of risks including market risk (such as interest rate risk and foreign currency risk), credit risk and liquidity risk. Council's financial risk management activities seek to minimise potential adverse effects of the unpredictability of financial markets on financial performance.

Financial risk management is undertaken as part of Council's treasury operations in accordance with Council's Financial Risk Management Framework and these activities are monitored by Council's Financial Risk Management Committee.

Derivative financial instruments and hedge accounting

Derivative financial instruments include forward exchange contracts and foreign currency options and are stated at fair value. Where derivative financial instruments qualify for hedge accounting, changes in fair value are recognised as appropriate in cash flow and cost of hedging reserves in equity. Amounts accumulated in equity are reclassified upon hedge maturity.

At the inception of a hedging transaction Council documents the risk management objective and strategies to ensure alignment of hedging instruments and hedged items.

When a hedge no longer meets the criteria for hedge accounting, any cumulative deferred gain or loss and deferred costs of hedging in equity at that time remains in equity until the forecast transaction occurs. When the forecast transaction occurs, or is no longer expected to occur, the cumulative gain or loss and deferred costs of hedging that were reported in equity are immediately reclassified to operating capability.

Market risk

Interest rate risk refers to possible fluctuations caused by changes in the value of interest bearing financial instruments as a result of changes in market rates.

The consolidated entity is exposed to interest rate risk through investments and borrowings, and has access to a mix of variable and fixed rate funding options so that interest rate risk exposure can be minimised.

The consolidated entity's interest rate sensitivity to an expected 1% maximum fluctuation in interest rates if all other variables are held constant is:

Consolidated Council

Brisbane City Council Notes to the consolidated financial statements

for the year ended 30 June 2023

29

Financial instruments and financial risk management (continued)

Market risk (continued)

Foreign currency risk arises primarily from highly probable forecast transactions and firm commitments for the purchase of plant and equipment which are denominated in foreign currencies. In accordance with Council's policy, exchange rate exposures are managed within approved limits utilising forward foreign exchange contracts, foreign currency options, currency swaps or any other foreign exchange instrument that converts the exposure back into Australian dollars.

Forward foreign exchange contracts and foreign currency options – cash flow hedges

Council has entered into contracts to purchase fleet vehicles and infrastructure denominated in Swiss Francs (CHF). As a result, Council has entered into various forward exchange contracts to hedge the foreign exchange rate risk arising from these contracts. The forward exchange contracts are designated as cash flow hedges.

In October 2022 the foreign currency options were closed out for $6.9 million and replaced with forward exchange contracts.

Cash flow hedges – outstanding hedging instruments

Brisbane City Council

29

29(c)

Notes to the consolidated financial statements for the year ended 30 June 2023 Market risk (continued)

Financial instruments and financial risk management (continued)

The movements in cash flow and cost of hedging reserves for continuing hedges that are included in equity in the statements of financial position are as follows:

value gain recognised in other comprehensive income

The cash flow hedging reserve comprises the effective portion of the cumulative net change in the fair value of hedging instruments used in cash flow hedges pending subsequent recognition in the initial cost or carrying amount of property, plant and equipment.

The cost of hedging reserve reflects the gain or loss on the portion excluded from the designated hedging instrument that relates to the time value of the foreign currency option. It is initially recognised in other comprehensive income and accounted for similarly to gains or losses in the cash flow hedging reserve.

29(d) Liquidity risk

Liquidity risk refers to the ability of the consolidated entity to meet its financial obligations as and when they fall due. The consolidated entity is exposed to liquidity risk through its normal course of business and through its borrowings. The approach to managing liquidity is to ensure that it will have sufficient liquidity to meet its liabilities when they are due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to Council's reputation.

The consolidated entity manages its exposure to liquidity risk by maintaining sufficient cash deposits and undrawn facilities, both short and long term, to cater for unexpected volatility in cash flows. These facilities are disclosed in note 16(b).

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

29

Financial instruments and financial risk management (continued)

29(d) Liquidity risk (continued)

The following table sets out the liquidity risk in relation to financial liabilities (excluding lease liabilities – refer note 14) held by the consolidated entity. It represents the remaining contractual cashflows (principal and interest) of financial liabilities at the end of the reporting period.

Payable in:

At the reporting date, the current book value owing by Council on QTC loans is $2,463 million (2022: $2,401 million). CBIC's current book value owing on loans is $20 million (2022: $65 million). The difference between undiscounted cash flows and the book value represents the estimated amount of interest that will be payable over the remaining life of the loan based on current interest rates.

29(e) Credit risk

Credit risk is the risk of financial loss if a counterparty to a financial instrument fails to meet its contractual obligations. These obligations arise principally from Council's investments, receivables and foreign exchange forwards. Exposure to credit risk is managed through regular analysis of credit counterparty ability to meet payment obligations.

Council's short-term investments are held with financial institutions which have a minimum rating of BBB+ based on Standard and Poor's credit rating, and whilst not capital guaranteed, the likelihood of a credit failure is assessed as remote.

Cash and cash equivalents

The consolidated entity may be exposed to credit risk through investments in the QTC Cash Fund or financial institutions in Australia. The QTC Cash Fund is an asset management portfolio that invests with a wide range of high credit rated counterparties. Deposits with the QTC Cash Fund are capital guaranteed.

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

29

Financial instruments and financial risk management (continued)

29(e) Credit risk (continued)

Other fund investments

Council has invested in the QIC Long Term Diversified Fund. The fund is managed to a Strategic Asset Allocation portfolio which allocates investments in global equities, fixed interest financial instruments, a diverse range of asset classes and foreign currency. Council may be exposed to credit risk through this investment. Growth fund movements are recognised through operating capability.

Council assesses the credit risk and applies normal business credit protection procedures to minimise the risk before providing goods or services. Council may require bank or directors' guarantees for receivables above certain limits.

At the reporting date, the exposure to credit risk for receivables by type of transaction, debtor or customer is as follows:

No significant concentration of credit risks has been identified as exposure is spread over a large number of debtors and customers. Council has policies in place to ensure that credit facilities are made to debtors and customers with an appropriate credit history.

A summary of Council's exposure to credit risk for all receivables is as follows:

Current (not past due)

Past due 1-30 days

Past due 31-60 days

Past due 61-90 days

Past due more than 90 days

Brisbane City Council

Notes to the consolidated financial statements for the year ended 30 June 2023

29

Financial instruments and financial risk management (continued)

29(e) Credit risk (continued)

Expected credit loss assessment

Council uses an allowance matrix to measure the expected credit losses of receivables from individual customers, which comprise a large number of small balances. No loss allowance is recognised on rates and utility charges receivables as Council has a lien over most rateable properties under the provisions of sections 93 to 98 of the City of Brisbane Act 2010. GST receivable and deposits held are also not provided with a loss allowance.

The following table provides information about the exposure to credit risk and expected losses for receivables from individual customers (excluding rates, GST receivable and deposits held):

The loss rates are based on the weighted average loss rate for each receivable category. The expected credit loss rates for the above receivables are based on credit loss history, adjusted for forward looking estimates based on current and forecast economic conditions.

INDEPENDENT AUDITOR’S REPORT

To the Councillors of Brisbane City Council

Report on the audit of the financial report

Opinion

I have audited the accompanying financial report of Brisbane City Council (the council) and its controlled entities (the group)

In my opinion, the financial report:

a) gives a true and fair view of the council’s and the group’s financial position as at 30 June 2023, and of their financial performance and cash flows for the year then ended

b) complies with the City of Brisbane Act 2010, the City of Brisbane Regulation 2012 and Australian Accounting Standards.

The financial report comprises the statements of financial position as at 30 June 2023, the statements of comprehensive income, statements of changes in equity and statements of cash flows, for the year then ended, notes to the financial statements including material accounting policy information, and the certificate given by the Lord Mayor; Chief Executive Officer; Civic Cabinet Chair Finance and City Governance Committee; and Chief Financial Officer.

Basis for opinion

I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of my report.

I am independent of the council and the group in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Key audit matters

Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the financial report of the current period. I addressed these matters in the context of my audit of the financial report as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these matters

Infrastructure assets (roads and drainage) valuation using current replacement cost ($22.9 billion)

Refer to note 11 in the financial report

Key audit matter

Council’s infrastructure assets (roads and drainage) are measured at fair value at balance date using the current replacement cost method.

The current replacement cost method comprises:

• gross replacement cost, less

• accumulated depreciation Council values the gross replacement cost of its infrastructure assets with reference to the unit rate at which it could construct a substitute asset of comparable quality in the normal course of business.

Council has used independent valuers to comprehensively revalue 9 percent of its infrastructure assets and provide indexation percentages for the remaining 91 percent. The unit rates require significant judgement in relation to:

• parts of assets (components) that are replaced at different times in the asset lifecycle, or that have materially different replacement costs due to physical location attributes

• average project dimensions

• tasks (and applicable costs) required for replacing components, excluding th ose that result in duplication or are ineligible for inclusion in the cost of an asset

• on-costed labour charges

• directly attributable service, materials, and plant costs (inputs) for each applicable task.

In measuring accumulated depreciation, council’s engineers and asset managers use significant judgement for estimating how long asset components will last. Asset lives are dependent on a range of factors including construction materials and construction methods, obsolescence, environmental factors, degradation through use, management intentions, and fiscal availability

The significant judgements required for gross replacement cost and useful lives are also significant for calculating annual depreciation expense.

How my audit addressed the key audit matter

My procedures included, but were not limite d to:

• Assessing the adequacy of management’s review of the valuation process.

• Obtaining an understanding of the methodology used and assessing its design, integrity and appropriateness with reference to common industry practice.

• Assessing the competence, capability and objectivity of the experts used by council.

• Assessing the appropriateness of the components of infrastructure assets used for measuring gross replacement cost with reference to common industry practices.

• For assets comprehensively revalue d, on a sample basis, evaluating the relevance, completeness and accuracy of source data used to derive the unit cost rates including:

- modern substitute (including locality factors and oncosts)

- adjustment for obsolescence. For assets revalued by indexation, our procedures included but were not limited to:

• Evaluating the relevance and appropriateness of the indices used by comparing to other relevant external indices.

• Reviewing the appropriate application of these indices to the infrastructure assets. Assets useful life estimates were evaluated for reasonableness by:

• Reviewing management’s annual assessment of useful lives.

• Reviewing for evidence of infrastructure obsolescence, failure or disposal that could indicate a remaining useful life less than what is recorded.

• Ensuring that no component still in use has reached or exceeded its useful life.

• Comparing council’s infrastructure useful life assumptions between similar assets held by council, and with other local councils.

• Considering whether council’s asset management plans are consistent with useful lives assigned to infrastructure assets.

• Assessing council’s process for performing asset condition assessments, and adjusting in its asset registers and financial systems

Measurement of assets ($4.8 billion) and liabilities ($1.7 billion) on service concession arrangement

Refer to note 11 and note 17 in the financial report.

Key audit matter

AASB 1059 Service Concession

Arrangements: Grantors involves a high degree of complexity and certain key assumptions require significant management judgement, including the following:

• estimating the recognition and measurement of the service concession asset at current replacement cost in accordance with the cost approach described in AASB 13 Fair Value Measurement:

- componentising the assets into the significant parts that have different useful lives

- classifying assets into categories that have similar replacement costs

- estimating the gross replacement cost for each combination of component and asset category to develop unit rates for the modern equivalent asset

- estimating the remaining useful life of each asset

• classifying and measuring the service concession liabilities as a financial liability or unearned revenue depending on how the operator is compensated.

Other information

How my audit addressed the key audit matter

My procedures included, but were not limited to:

• assessing the appropriateness of the recognition and accounting measurement principles used to determine the value and classification of service concession assets, unearned revenue and financial liabilities on service concession arrangements

• evaluating the qualifications, competence, capability and objectivity of the internal and external subject matter experts involved in developing the current replacement cost valuations for service concession assets

• examining the measurement estimates of service concession assets, unearned revenue and financial liabilities on service concession arrangements and evaluating a sample of supporting documentation for reasonableness, relevance, completeness and accuracy

• testing the mathematical accuracy of the models used to calculate the service concession assets, unearned revenue estimates and financial liabilities including depreciation, interest and service payments.

Other information comprises financial and non-financial information (other than the audited financial report) in an entity’s annual report.

At the date of this auditor’s report, the available other information in Brisbane City Council’s annual report for the year ended 30 June 2023 was the current year financial sustainability statement

and long-term financial sustainability statement

The councillors are responsible for the other information.

My opinion on the financial report does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the City of Brisbane Regulation 2012, I have formed a separate opinion on the current year financial sustainability statement.

In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard.

Responsibilities of the councillors for the financial report

The councillors are responsible for the preparation of the financial report that gives a true and fair view in accordance with the City of Brisbane Act 2010, the City of Brisbane Regulation 2012 and Australian Accounting Standards, and for such internal control as the councillors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

The councillors are also responsible for assessing the council’s and the group’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless it is intending to abolish the council or to otherwise cease operations of the group

Auditor’s responsibilities for the audit of the financial report

My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for forming an opinion on the effectiveness of the council’s or the group’s internal control

• Evaluate the appropriateness of material accounting policy information used and the reasonableness of accounting estimates and related disclosures made by the council

• Conclude on the appropriateness of the council’s and the group’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the council’s or the group’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. I base my conclusions on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the council or the group to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

• Obtain sufficient and appropriate audit evidence regarding the financial information of the entities or business activities within the group to form an opinion on the financial report. I am responsible for the direction, supervision and performance of the audit of the group. I remain solely responsible for my audit opinion.

I communicate with the council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

Report on other legal and regulatory requirements

In accordance with s.40 of the Auditor-General Act 2009, for the year ended 30 June 2023:

a) I received all the information and explanations I required.

b) I consider that, the prescribed requirements in relation to the establishment and keeping of accounts were complied with in all material respects.

Prescribed requirements scope

The prescribed requirements for the establishment and keeping of accounts are contained in the City of Brisbane Act 2010, any other Act and the City of Brisbane Regulation 2012 The applicable requirements include those for keeping financial records that correctly record and explain the council’s and the group’s transactions and account balances to enable the preparation of a true and fair financial report.

18 August 2023

Brendan Worrall Queensland Audit Office Auditor-General Brisbane

Brisbane City Council

Current-year financial sustainability statement

for the year ended 30 June 2023

Measures of financial sustainability

Operating surplus ratio

Net result (excluding capital items) divided by total operating revenue (excluding capital items)

Asset sustainability ratio

Capital expenditure on the replacement of assets (renewals) divided by depreciation expense

Net financial liabilities ratio

Total liabilities less current assets divided by total operating revenue (excluding capital items)

Consolidated Council Target 2023 2023

Between 0% and 10% 0% -1%

Greater than 90% 67% 66%

Not greater than 60% 143% 152%

Council borrows to fund future long-term infrastructure assets to provide ongoing benefits to the community.

The most recent QTC credit review, completed in November 2022, affirmed Council's rating as 'Strong' with a 'Neutral Outlook'.

Basis of preparation

The current year financial sustainability statement is a special purpose statement prepared in accordance with the requirements of the City of Brisbane Regulation 2012 and version 1.1 of the Financial Management (Sustainability) Guideline 2013 (FMSG) issued by the Queensland Government's Department of State Development, Infrastructure, Local Government and Planning (DSDILGP). The amounts used to calculate the three reported measures are prepared on an accrual basis for the year ended 30 June 2023. Under the FMSG, the financial ratios include the impacts of AASB 1059, however, in consultation with the DSDILGP, the impacts of service concession arrangements have been excluded to allow comparability across the local government sector.

Financial sustainability reporting requirements under the Financial Management (Sustainability) Guideline 2023 version 1 issued by the DSDILGP will apply from 1 July 2023, and some of the measures, targets and calculations will change.

INDEPENDENT AUDITOR’S REPORT

To the Councillors of Brisbane City Council

Report on the current year financial sustainability statement

Opinion

I have audited the accompanying current year financial sustainability statement of Brisbane City Council (the Council) for the year ended 30 June 2023, comprising the statement, explanatory notes, and the certificate of accuracy given by the Lord Mayor; Chief Executive Officer; Civic Cabinet Chair Finance and City Governance Committee; and Chief Financial Officer.

In accordance with section 202 of the City of Brisbane Regulation 2012, in my opinion, in all material respects, the current year financial sustainability statement of Brisbane City Council for the year ended 30 June 2023 has been accurately calculated.

Basis of opinion

I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the current year financial sustainability statement section of my report.

I am independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the statement in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Emphasis of matter – basis of accounting

I draw attention to Note 1 which describes the basis of accounting The current year financial sustainability statement has been prepared in accordance with the Financial Management (Sustainability) Guideline 2013 for the purpose of fulfilling the Council’s reporting responsibilities under the City of Brisbane Regulation 2012 As a result, the statement may not be suitable for another purpose. My opinion is not modified in respect of this matter.

Other information

Other information comprises financial and non-financial information (other than the audited financial report) in an entity’s annual report.

At the date of this auditor’s report, the available other information in Brisbane City Council’s annual report for the year ended 30 June 2023 was the general purpose financial statements and long-term financial sustainability statement

The councillors are responsible for the other information.

My opinion on the current year financial sustainability statement does not cover the other information and accordingly I do not express any form of assurance conclusion thereon.

However, as required by the City of Brisbane Regulation 2012, I have formed a separate opinion on the general purpose financial report.

In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in th is regard.

Responsibilities of the councillors for the current year financial sustainability statement

The councillors are responsible for the preparation and fair presentation of the current year financial sustainability statement in accordance with the City of Brisbane Regulation 2012. The councillors’ responsibility also includes such internal control as the councillors determine is necessary to enable the preparation and fair presentation of the statement that is accurately calculated and is free from material misstatement, whether due to fraud or error.

Auditor’s responsibilities for the audit of the current year financial sustainability statement

My objectives are to obtain reasonable assurance about whether the current year financial sustainability statement as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this statement

My responsibility does not extend to forming an opinion on the appropriateness or relevance of the reported ratios, nor on the Council’s future sustainability.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• Identify and assess the risks of material misstatement of the statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for forming an opinion on the effectiveness of the council’s internal control.

• Evaluate the appropriateness of material accounting policy information used and the reasonableness of accounting estimates and related disclosures made by the council.

• Evaluate the overall presentation, structure and content of the statement, including the disclosures, and whether the statement represents the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit

18 August 2023

Brendan Worrall Auditor-General Queensland Audit Office Brisbane

for the years ending 30 June l Council Measures of financial sustainability Between 0% and 10% l Consolidated

City Council Unaudited long-term financial sustainability statement prepared as at 30 June 2023 Asset sustainability ratio Capital expenditure on the replacement of assets (renewals) divided by depreciation expense Greater than 90% Operating surplus ratio Net result (excluding capital items) divided by total operating revenue (excluding capital items)

l Consolidated l Council l Consolidated Financial Management Strategy Council uses revenue and expenditure trends over time as a guide to future requirements and to make decisions about the efficient allocation of resources to ensure the most effective provision of services. Council ensures that its financial management strategy is prudent and that its long-term financial forecast shows a sound financial position whilst also being able to meet the community’s current and future needs.

Not greater than 60% The amounts used to calculate the financial ratios exclude the impacts of service concession arrangements to allow comparability across the local government sector.

(i) ten year forecasts and associated financial sustainability measures that have been set by the DSDILGP

Council prepares and adopts as part of its Annual Plan and Budget

(ii) medium-term comprehensive income, financial position and cash flow statements and (iii) investment, debt and revenue policies. Council's Annual Plan and Budget is consistent with the Brisbane Vision 2031 and the Corporate Plan 2021-2022 to 2025-2026. This comprehensive system of financial and strategic planning ensures objectives can be achieved in a financially sustainable manner and delivered in an effective and efficient manner.

Managing Council's budget effectively ensures Council's financial sustainability. Council's budget process is centred around strategic outcomes and target setting. Budget considerations during the budget development phase include prioritisation of capital and operating expenditure and compliance with credit metrics in the budget year and forecast period. As part of Council's financial management strategy, Council sets, monitors and ensures compliance with financial policy, processes and performance. Council monitors performance of selected key financial ratios which are reported quarterly at Council meetings. Council also monitors its performance against budget on a monthly basis. A range of governance policies and arrangements make up the total Council response to financial planning and management. These include Council's contracting principles, business cases and prioritisation reviews, annual asset management planning, and Council’s financial management and accounting practices. These policies and arrangements ensure that Council is effective and efficient at achieving its objectives, managing its investments, meeting its financial commitments in the financial year, and keeping debt to manageable levels.

› GLOSSARY

› INDEX OF IMAGES

› CONTACT DETAILS

GLOSSARY

B

Brisbane City Plan 2014 (City Plan): Council’s planning scheme, which sets the framework for the city’s growth and guides how land can be used and developed.

Brisbane Economic Development Agency (BEDA): A wholly owned subsidiary of Brisbane City Council and is the city's official economic development board. BEDA's role is to grow Brisbane's economy, drive demand for Brisbane and create growth and trade opportunities for local Brisbane businesses.

GGreater Brisbane: The Greater Brisbane region refers to a coastal plain of about 15,000 square kilometres of land, made up of 5 different urban centres, including Brisbane City, Ipswich, Logan City, Moreton Bay and Redland City.

CCouncil of Mayors (SEQ): An independent political advocacy organisation that advocates for the interests of one of the nation’s fastest growing regions – South East Queensland. Membership consists of 10 mayors from local governments within the region, supporting its function as a single metropolitan area.

Culturally and Linguistically Diverse (CaLD): The wide range of cultural groups represented in the community, acknowledging differences in religion and spirituality, ethnicity and language.

IICT: Information and communications technology. Inner Spark engagement project: A digital and pop up initiative encouraging the community to contribute to or provide feedback on big ideas regarding what the city could look like in time for the Brisbane 2032 Olympic and Paralympic Games and beyond.

LLord Mayor’s Young Environmental Leadership Network (LMYELN): A unique learning and leadership program that directly engages and supports schools to be cleaner and greener. Through a project based, active learning model, students are empowered to create positive environmental change in their school and community.

EEnvironmental Offsets program: Council’s program that helps to balance the impacts of development, infrastructure and buildings by creating, restoring and enhancing existing habitat. Council has several offset restoration sites underway across Brisbane.

MMedTech Accelerator: A program designed to fast‑track global investment opportunities for early stage ventures in Brisbane and open international market pathways.

FFebruary 2022 severe rain and flood event: The defined disaster event of severe weather, heavy rainfall and subsequent flooding that occurred during February and March 2022.

Midblock Bluetooth detector: A Bluetooth device sensor installed outside the immediate area of a signalised intersection to monitor traffic flow and mitigate congestion.

South East Queensland Regional Plan 2017 (ShapingSEQ): A regional framework for growth management that sets planning direction for growth, including identifying a long‑term sustainable pattern of development that focuses more growth in existing urban areas.

Sustainable Development Goals (SDGs): Adopted by the United Nations in 2015, the 17 goals are a universal call to action to end poverty, protect the planet and ensure that by 2030 all people enjoy peace and prosperity.

Sustainable Development Goals Cities Global Initiative: An initiative that provides a structured way to support cities to accelerate the achievement of the SDGs, improving quality of life and driving positive social, economic and environmental impact.

TTranslink: A division of the Department of Transport and Main Roads with state‑wide responsibility for buses, trains and ferries across South East Queensland. Trunk infrastructure: As defined under the Planning Act 2016, trunk infrastructure refers to larger, significant infrastructure that supports growth and benefits several development sites. The Local Government Infrastructure Plan covers trunk infrastructure specifically for the following networks:

• transport (e.g. roads, pathways, ferry terminals and bus stops)

• stormwater (e.g. pipes and water quality treatment devices)

• public parks (e.g. parks and sporting facilities)

• land for community facilities (e.g. land for libraries and community centres)

ZZero Harm: An internal policy relating to workplace health and safety, promoting a culture where safety is everyone’s responsibility.

INDEX OF IMAGES

Front cover Taking in the view towards the CBD from Mt Gravatt Lookout

Inside front cover Caring for Country – Land, Water and Sky by Riki Salam (Mualgal, Kaurareg, Kuku Yalanji), We are 27 Creative

4 Family having a lunch at a picnic table in Victoria Park, Herston

8 Visitors looking at the Roma Street Parkland lake from the Flying Duck gazebo 11 Members of the community at the Green Heart Fair in Victoria Park, Herston 12

being presented with the UN Habitat's SDGs Cities Global Initiative Silver Certification by UN Habitat Executive Director, Maimunah Mohd Sharif

Mayor

served at a food truck 46 A dog with their new owner at the Willawong Animal Rehoming Centre

Parents watching their children play in their backyard

Family visiting the refurbished Zillmere Library

Children enjoying the dedicated children’s space at the Zillmere Library

Sign promoting the Brisbane Severe Weather Alert app

Passenger hailing a bus from a local bus stop

Intersection at Rosemary and Biota streets, Inala

Child riding on the BMX pump track at D.M. Henderson Park, MacGregor 56 Footpath in Lumley Street, Upper Mt Gravatt

58 Golfer at Minnippi Golf Course, Cannon Hill

60 Phone screen displaying the monthly calendar from the Brisbane Bin and Recycling App

62 Customers entering Council’s Suburban Business Hub at Nundah

64 City skyline at dusk

66 Traffic on Adelaide Street, CBD

68 Riding e scooters at New Farm

70 CBD skyline from New Farm Park

74 Brisbane sign at South Bank Parklands

77 Council staff pruning the roses at New Farm Park

78 Child on the slide at Grinstead Park, Enoggera

82 City Hall clock tower

85 View of CBD from the Kangaroo Point Cliffs with colourful bougainvillea

119 Families enjoying the new play space and amenities at Bradbury Park, Kedron

120 Community members exploring Botanica: Contemporary Art Outside

181 Locals walking their dog at Captain Burke Park, Kangaroo Point

182 Jacaranda tree in full bloom at Wilson Park, Norman Park

Inside back cover Wynnum Jetty at dawn

CONTACT DETAILS

Council administration offices

Brisbane Square

266 George Street

Brisbane Qld 4000

Green Square

505 St Paul’s Terrace Fortitude Valley Qld 4006

Phone: (07) 3403 8888

Website: brisbane.qld.gov.au

Acknowledgements

Council thanks all those who contributed to the development of the Annual Report 2022–23. This document has been prepared with the latest data available at the time of publication.

Additional copies

You can download a copy of this report at brisbane.qld.gov.au or contact us on (07) 3403 8888 for more information.

Feedback

Feedback on this document is welcome. You can write to us at:

Brisbane City Council

GPO Box 1434

Brisbane Qld 4001 or brisbane.qld.gov.au

Interpreter and language assistance

For deaf, hearing impaired or speech impaired please refer to the National Relay Service beta.accesshub.gov.au for:

TTY (Speak and Read)

133 677 then ask for (07) 3403 8888

Speak and Listen

1300 555 727 then ask for (07) 3403 8888

Video Relay

beta.accesshub.gov.au/services/video‑relay

For language assistance please call 131 450 then ask for Brisbane City Council on (07) 3403 8888.

Hindi:

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सब ेन सि ट ी काउंसि ल स (07) 3403 8888 पर कन ेक्ट कि ए

जान का अन ुरोध कर ें।

Vietnamese:

Để được trợ giúp về ngôn ngữ, vui lòng gọi số 131 450 rồi

đề nghị được nối máy tới Hội Đồng Thành Phố Brisbane theo số (07) 3403 8888.

Korean:

통번역 서비스가 필요하시면 131 450번으로 전화해서 브리 스번 시의회 (Brisbane City Council) 에 (07) 3403 8888번 으로 연결해 달라고 요청하십시오.

Traditional Chinese: 如需語言協助，請撥打 131 450 並要求撥打

(07) 3403 8888 轉接布里斯本市政府。

Simplified Chinese: 如需语言协助，请拨打 131 450 并要求拨打 (07) 3403 8888 转接布里斯班市政府。

Arabic: ةيريرحتلا ةمجترلا ةمدخب لصتاف ،يهفش مجترلم ةجاحب تنك اذإ ةنيدم سلجم لىإ ثدحتلا بلطاو 131 450 مقرلا لىع ةيهفشلاو 07 3403 8888 مقرلا لىع نبزيرب